Case Study

Enacting Change Through an Educational Journey Program


One of the largest commercial insurance companies headquartered in the Midwest and serving customers across the United States.


The organization’s employees failed to understand how changing environmental conditions would result in new challenges and opportunities for the organization. On the heels of crafting a new vision and strategic goals of the organization, leaders needed to identify a way to effectively communicate a sense of urgency and enact necessary change across the organization.


Working with cross-functional leaders from across the organization, B|G delivered an educational journey program that included designed story workshop series, facilitator’s guides for employees to deliver workshops, and a highly visual message map. Delivered over a series of interactive sessions,  program participants were briefed on the present state and urgency for change, desired future state, journey to achieve the desired future state, and how they could participate in the journey.


B|G delivered a program that painted a clear and compelling vision of a target state, and articulated goals to reach a shared vision. Workshop sessions instilled a greater sense of urgency that the current state wasn’t sufficient, and that change was needed to face new external pressures and create a higher-performing organization. The program has received high praise from the organization’s leaders: “The sessions have been received extremely well by our team members. Initial survey responses are overwhelming positive, with the vast majority scoring questions at agree or strongly agree. Thank you for your partnership in supporting us to create what is turning into an extremely valuable experience for everyone.”

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The scope of this project includes four main areas of activity:


B|G conducted internal and external research to collect relevant current state and future state information to inform program design:

  1. B|G interviewed senior leadership to further identify the viewpoints leaders had of a shared vision for the organization and needed areas of change.
  2. B|G worked collected qualitative and quantitative data from subject matter experts in key areas of the business to further collect information relevant to the story.
  3. External data was collected to understand key industry trends, benchmark figures, and best practices.
  4. The project team utilized the collected data to design the preliminary flow of the message map and facilitated workshops.


B|G led a series of development sessions to craft a program that incorporated facilitated workshops, message map, and facilitator’s guides.

  1. B|G consultants drafted a story guide utilizing data collected during Insight which would serve as a guide for facilitators to utilize when delivering journey workshops.
  2. A highly visual message map was developed in partnership with a skilled design team to depict the story using engaging artwork and data charts.
  3. B|G partnered with internal staff to determine program logistics which included timing of workshops, communication to employees, involvement of senior leaders and middle management, and follow-up communication to participants in the study.
  4. All information created as part of the program was done in conjunction with leaders from the project team which included cross-functional leaders who provided guidance and feedback throughout the process.


B|G supported the release of the program which included employee communication, initial program testing, and facilitator training:

  1. B|G worked with human resources and marketing communication leaders to develop a series of videos and articles to release to employees prior to and during the program.
  2. Program sessions were held with test groups to further collect feedback and ideas.
  3. The program design was altered to incorporate employee feedback and provide a more productive and enjoyable experience.
  4. B|G led facilitator training to ensure employees were equipped to deliver the program to their peers and participated in initial sessions to deliver additional feedback.


The program enacted the change needed to increase performance across the organization and create buy-in on a shared vision.

  1. The program created a much-needed sense of urgency amongst employees by clearly identifying challenges and opportunities in the current state.
  2. Leaders felt the goals developed during strategy sessions were well articulated and visualized within the program.
  3. The program received high praise from those who participated in the session.
  4. The project team felt the program enabled needed change across the organization and positioned the organization for success in years to come.

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