Case Study

National Insurance Company

The largest medical liability insurance company serving physicians for over 20 years.


A national medical insurance company was grappling with returning to the office after being fully remote for 18 months. There was a view that the supportive team culture, that the company had so carefully built and was so immensely proud of, had suffered during remote work. While the company did not lose employees, there was a concern that people felt less connected to each other and to the leadership team.

There was a strong desire by the Leadership Team to return to in-person work experiences and to regain the connection as well as innovation that comes from coming together in the office. The team understood there had to be balance between employee safety and convenience for those who had structured their workday around childcare, elder care, and other responsibilities.


  • Facilitated “Curiosity Conversations,” with the Leadership Team and employees to gather perceptions and insights on company culture, benefits and risks of being in person in an office, and defining business activities that can be achieved remotely vs. done in-person in the office, as well as defining the specifications of new cultural protocols and spaces that would inspire people to come into the office.
  • Conducted a company-wide online retreat to co-create “the office space of the future,” naming the types of activities that they would be willing to come into the office for (project work, collaboration on a complex topic, etc.) vs. activities they could complete in their home office (research, financial reports, etc.)
  • The experience included:
    • Landing together as a team, erasing any hierarchical lines that may have formed during remote work to ensure that each person expressed their honest view regarding the topic at hand.
    • Creating team cohesion by having “bursts” of fun together–sharing personal things to foster connection and remind the team of the great culture they have built.
    • Co-designed remote-hybrid work plan including stages of working scenarios and named criteria that can be used today and in the future to define when the company goes into these stages of interaction: fully
      remote (natural disaster, pandemic, etc.), essential staff to start coming into the office and safe return for all employees to the office.


A Collaborative Hybrid-Remote Work Plan

CEO to individual employees share a clear understanding of how and when return to work will occur – with their safety as top priority. The framework created will continue to be utilized and is currently being utilized to mitigate risk of the Delta variant for the company.

There is clarity on the type of experiences to be conducted in the office vs. working remotely and collaborating via videoconference. The organization came together as a cohesive and connected team that made the decision about their “office space of the future” together, and, as a result, there is collective buy-in for this decision and they are currently acquiring a new office space that will be designed to their specifications.