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(see the * 'adobe' handle in functions.php — no async, no defer), so a page-load * Target offer has already set `data-hdr` by the time this runs. * * An answer that lands after this point is inert rather than acted on: * `apply()` finds the prune settled and does nothing, so the visitor * keeps the nav they were served instead of watching it change. That is * the deliberate trade-off — a late activity collects no data, but no * visitor ever sees the wrong nav or waits for the right one. */ (function () { var VARIANTS = ["a","b","c"]; var DEFAULT = "a"; /** * QA-only. When the on-page switcher is drawn we keep every variant in * the DOM so it can toggle between them live and you can see that the * chrome never repaints. Gated by the same constant as the switcher, so * it is false everywhere the switcher is absent — including production. */ var QA_KEEP_ALL = false; var root = document.documentElement; var settled = false; function valid(v) { return VARIANTS.indexOf(v) !== -1; } /** Publish the decision and let the nav JS bind. */ function finish(active) { root.setAttribute('data-hdr', active); // Read by the Adobe Analytics client to attribute the test. root.setAttribute('data-hdr-active', active); if (typeof window.initHeaderNav === 'function') window.initHeaderNav(); /** * `variant` is set before the event so late listeners can tell * "already done" from "not yet". main.js is enqueued in the footer * and therefore always misses the event itself. */ window.medalliaNav.variant = active; document.dispatchEvent(new CustomEvent('medallia:nav-ready', { detail: { variant: active } })); } function prune(active) { if (settled) return; settled = true; if (QA_KEEP_ALL) { finish(active); return; } /** * Only menu items carry data-nav-variant, so this can never touch * the shared chrome. CSS has already hidden the losers; removing * them keeps document.querySelector-based nav JS unambiguous. */ var list = document.querySelectorAll('#site-header [data-nav-variant]'); for (var i = 0; i < list.length; i++) { if (list[i].getAttribute('data-nav-variant') !== active) { list[i].parentNode.removeChild(list[i]); } } finish(active); } window.medalliaNav = { variant: null, apply: function (v) { if (valid(v)) prune(v); } }; // `?hv=` sets this server-side; a Target offer in the blocking // embed sets it before the body is parsed. var pre = root.getAttribute('data-hdr'); if (valid(pre)) { prune(pre); return; } /** * Carried forward from an earlier pageview. Read client-side, never in * PHP: WP Engine does not vary its page-cache key on arbitrary cookies, * so server-side personalisation here would serve the first anonymous * visitor's variant to everyone. */ var m = document.cookie.match(/(?:^|; )medallia_nav_variant=([^;]*)/); if (m && valid(m[1])) { prune(m[1]); return; } prune(DEFAULT); })();
Independence Blue Cross

Krystina Faillace

Manager, Member Experience Measurement and Design

She spent 18 years learning how the business works. Then she built a team to make sure it works for the member.

Woman with long wavy brown hair smiles at the camera, wearing a black turtleneck and light-colored blazer, against a blue gradient background.

“I always say ‘my only boss is the member.’”

— Krystina Faillace

The challenge

Everyone has data.
Then what?

Independence Blue Cross (IBX) was already listening to members. Krystina saw a bigger opportunity: bring the people measuring the experience closer to the people designing it, so understanding a problem and changing it weren’t separate jobs. She made the case for a dedicated member experience measurement and design team, then built it.

Krystina Faillace — The challenge graphic
AI-Generated
The shift

Close the distance between listening and doing.

Krystina built a member experience team that pairs measurement with the designers shaping IBX’s digital self-service experience. Together, they can uncover where members are struggling, understand what’s behind it, and bring that perspective directly into the roadmap, from what gets prioritized to how the experience is designed.

Krystina Faillace — The shift graphic
AI-Generated
What changed

Members got a voice in what came next.

Decisions started with a deeper understanding of the member need. By looking beyond what people said to how they actually experienced digital self-service, the team could uncover the root issue, challenge assumptions, and make more informed choices about what to prioritize and build.

Krystina Faillace — What changed graphic
AI-Generated

“We’re not changing the experience because I’m asking for it. We’re improving it for people like Christine, who is on her sixth round of chemotherapy.”

— Krystina Faillace

The impact

A better experience, by the numbers.

54% jump in app ratings.

From 2.8 to 4.3 for the iOS IBX app as the digital self-service experience evolves.

10 points above the industry benchmark.

93% positive task-level feedback for the iOS IBX app, up from 87% and 10 points above the 83% industry benchmark.

Continuous improvement.

Member friction has a path to action, with issues investigated, resolved, and measured again to track impact.

Building the case for ROI.

Connecting digital behavior, call drivers, and member feedback to quantify containment and cost to serve.

How the work evolved.

贵谤辞尘… 罢辞…
Collecting the evidence Creating a path for it to drive decisions
Sharing what members need Clearer ownership of what happens next
Proving the model in digital self-service Expanding the approach across more of the organization
Showing the experience improved Connecting improvement to business value

Krystina’s advice

  • Question what “working” actually means.

    A feature can function exactly as designed and still fail the person using it. Look beyond whether it works to whether it’s actually solving your customer’s needs.

  • Don’t confuse more data with more progress.

    Knowing there’s a problem isn’t enough. Make sure there’s clear ownership, decision rights, and a path from what you learn to what actually changes.

  • Let the proof do the persuading.

    Don’t try to sell a sweeping transformation. Prove what works, build credibility through results, and use that momentum to expand from there.

Krystina Faillace — advice graphic
AI-Generated

“Data alone isn’t going to change your culture. Governance does. People do. And belief in CX at the top is what changes your culture.”

— Krystina Faillace

Where to begin

Find the place where you can prove it.

Choose one experience where you can influence the change and measure whether it worked. Then use its success as proof.

  • Start with an experience where you can influence the outcome

  • Define what “better” should look like before you make the change

  • Measure whether the experience actually improved

  • Use the result to build credibility for expansion

Krystina Faillace — where to begin graphic
AI-Generated

Continue exploring.

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