To quickly improve customer experience, insurance companies must place user experience at the core and adjust their operational architecture and management concepts simultaneously.

The current industry has realized the reality of accelerated iteration of customer expectations, and various institutions are responding to the demand through special plans. However, due to traditional organizational structures, process systems, and underlying technologies, most enterprises still find it difficult to achieve rapid and quantifiable breakthroughs. Although the industry generally values user experience investment, enterprises still need to continuously increase the timeliness, quality, and cost-effectiveness of feature optimization in order to effectively enhance customer stickiness while controlling interaction costs.

Cross industry cooperation cases reveal that current investment has not yet been converted into expected results, and there are four major capacity gaps in enterprises:

1. The pace of experience upgrades lags behind the speed of market evolution

2. Organizational collaboration remains in an agile form rather than a results oriented approach

3. There is a mismatch between product services and customers' real needs

4. The acquisition of high-quality design resources is limited by cost and scale constraints

The fundamental problem lies in the lack of a standardized operational system that connects all aspects, as well as a technology platform and resource network that supports large-scale implementation.

Are the raw materials complete but unsure how to mix them? The key lies in the method.

Insurance companies need to build four core competencies:

Establish a full process mechanism that integrates product management, agile development, and design thinking

Create a results oriented product management system

Build a standardized design system to achieve reuse and efficiency improvement

• Introduce external partners with external perspectives and global design capabilities

The current situation is that although most enterprises have established single point capabilities, they have not yet connected the complete chain from concept to implementation, resulting in serious losses in cross departmental collaboration.

The new collaboration mechanism needs to achieve three major breakthroughs: designer intervention but synchronous iteration, early involvement of technical teams in requirement mining, and deep integration of business value and technical implementation. The current common handover gap has resulted in 30% of high-end functions not being effectively utilized, missing the opportunity for value conversion.

The way to break through lies in the "design as code" operating system, with a focus on building:

▶ Positioning of Product Management Center

▶ Flexible collaboration of internal and external resources

▶ Standardized UI Component Library

In this mode, the product manager needs to play the role of "CEO of the business unit", with core responsibilities including:

Coordinate business design technology triangle relationship

Implement dual track agility (exploration+delivery dual line parallel)

Implementation of Sprint+1 mechanism for design pre research

Avoiding the attenuation loss of design vision during transmission

The essence of dual track agility lies in reserving exploration and validation periods, ensuring that each sprint cycle has both stable delivery and innovative reserves. The Sprint+1 mode drives cross-functional design workshops by outputting line diagrams one cycle in advance, synchronizing technical feasibility verification with creative optimization.

Efficient delivery relies on deep collaboration of three pillars: agile framework, experience design, and technology development. Product management has become the core hub for driving business results through iterative delivery.

But the real challenges still exist:

70% of product managers are transferred from project managers and lack business thinking

65% of enterprises have not established an effective product management linkage mechanism

The talent cultivation system under the traditional architecture has not yet taken shape

This directly leads to improper allocation of 30% of key project resources.

No longer limited to business IT-UX triangle coordination, but to establish normalized connections with support departments such as finance, human resources, and customer service, forming a concentric circle structure for value creation.

Based on industry practice, we have extracted ten core elements for building product management capabilities. Among them, the formation of a hybrid design team is particularly crucial - by reasonably configuring local elites and outsourcing teams, cooperating with standardized design systems and daily station meetings+weekly review mechanisms, design efficiency can be improved by 40% and costs can be saved by 25%.

The three major bottlenecks currently restricting experience upgrades are:

Lack of technical standards

Organizational inertia obstruction

Inefficient operation mode

Cracking suggestion:

① Implement a dual track agile approach that includes an exploration period, followed by Sprint+1

② Building a product management system with global connectivity

③ Operate the design system as an independent product

④ Adopting a flexible resource combination strategy

Through these four transformations, insurance companies can increase the speed of experience optimization by 50%, increase customer retention rates by 15-20%, and truly achieve experience driven value growth.