Its Not About The Smoothie

| Experience Design | November 8, 2008

It not about the smoothie


I am here for selfish reasons.

| Experience Design | November 8, 2008 Dramatization


This was pretty badThis was pretty bad


This sucked toThis sucked to


This was the worstThis was the worst


I want better experiences.


No, seriously.


We all do.



So how do we create world class health care experiences?


There is lots of talk about design and innovation


but, saying you want to innovate…

is like trying to fall asleep by talking about it.


We could ask Miss Cleo…


or go into a room and figure something out…


but life is too complex to rely on the lone genius to design for everyone.


Who should be solving these problems?

Doctors?Engineers?Customer Service?Marketers?Administrators?

We need everyone.


but most of all we need

Courage

Commitment

Leadership

Perseverance

Team work

Empathy


Because…

Health care is caring for someone else’s health


and it takes remembering that…

patients are always people.


Innovation starts with understanding people

Budget

EventsFamily

Work Religion

HealthFriends


it is found somewhere in here…

Business

Social Science

Design

Innovation


and needs to be…

Feasible

Desirable

Viable

Innovation


This means we need to treat problems more like

like mysteries…

than puzzles.


and accounting for what people often can’t say.

Explicit

Tacit

Latent

Ask

Observe

Make


It takes an unfamiliar process which is challenging

Design

Thinking

Market

Research


but understanding that the difference in process is critical when innovating.

Marketing> Production >

User research

User research approach

(What has been made)

(What can be made)

(What should be made)

Market research

Engineering

Traditional approach

Marketing> Production >


Innovation is hard because organizations face dissimilar challenges

Exploit Explore

Creativity

Systems thinking

Empathy

Flexibility

Generalist

Courage

Process

Management

Efficiency

Rigidity

Specialist

Control

$?$


So they need help to understand how to choose what to do

“Whenever you face a decision between two options, don’t think that your job is to choose; think that your job is to create a better option.”

– Roger Martin, Dean of University of Toronto, Rotman School of Management


in order to avoid bad trade offs.


Innovation can also be scary because we think in terms of epic success


and epic failure


but this is what continuous innovation looks like


which ensures that we add value in the right ways.

Value through meeting needs >

Value through efficiency >

Value to customer

Functional

Emotional

Business model InnovationProcess Innovation

Product & Service Innovation


Unfortunately, it is hard for accountants to value user research

Accountants recognize value creation here

Jeremy Alexis, IIT

Accounting does not do well here Accounting does well here

Ship and invoice

Generate product idea

Conduct R&D on product concept

Begin tooling / production

Begin taking orders from customers

Prototype & test


and there is also a huge rate of failure

“96% of innovations fail” - Larry Keeley, Doblin Innovation Group


Time

Organizational Knowledge

Innovation Gap

Knowledge of how to make things

Knowledge of peoples lives

but business needs us now more than ever.


people define what is valuable and businesses exist

to offer that value through products and services.

because in an economy of choice


Design has proven value

Design focused companies outperformed the Financial Times Stock Exchange by 200% in a 10 year period.


=$?


Design thinking: the critical process of design

1) Research

2) Ideation

3) Analysis

Find Refine

4) Synthesis

5) Prototype

6) Test

Realize

7) Evaluate

8) Produce

9) Launch


Opportunities to engage

User research

User research

Unmet needs

Design criteria

MarketingMarketing

DesignDesign BusinessBusiness

What to make

to frame research and inform a variety of important decisions

Decision making criteriaCustomer values

Models of interaction TrendsProblem framing

Better product offering


and makes marketers jobs easy by creating products and services people need


SPARC Innovation Group


SPARC Innovation Group


Find: Map and analyze activities1

Recognize: concept illustrations2

Realize: Prototype3






creating a world-class experience that delivers greater care for patients.

OnCure wanted to figure out how to gain a competitive advantage by


There are lots of things doctors might think patients need


Stakeholder interviews

Patient interviews

Phone interviews

Site visits

Elicitation activities

Camera study

Secondary research

Online survey

but we really need to spend time with people to know.


Research found opportunities to improve…

Communication


Community


Access to resources


Staff interaction


Primary value

Is my care personal?

Is the communication clear?

Can I identify with the physician / staff ?

Secondary value

Does treatment fit my life?

Tertiary valueCan I afford this?

and found out what people valued


Patient relationship star modelphysician

Confidence

Time

Personalized care

staffEfficient

Friendly

Caring

supportersCommunication

Right support

Normalcy

bodyControl

Understand changes

Empowerment

facility

Convenience

Speed

Consistency

Comfort

who they interact with…


Principle 1: Provide the right information at the right time

Principle 2: Recognize the individual and tailor services to them

Principle 3: Maintain excellent communication between physicians

Principle 4: Provide the “right” level of support

Principle 5: Patients want to be as normal as possible

Principle 6: Patient confidence in their care is crucial

Principle 7: Give patients as much control as possible

Principle 8: Patients prize convenience in treatment

and how we can better build meaningful relationships with them.


“Someone came into the lobby and yelled that it was time for cancer class!”

“Surprise! No one told you that you were going to have a catheter put in!”

“Even though my husband had testicular cancer, I never learned to spell testicle.”

We also found out they tend to have a great sense of humor!


It not about the smoothie


Let’s talk tools!


Era Analysis




Position Map


Positioning map: where in the world is your organization?


Positioning map: health care organizations

high cost

low cost

high qualitylow quality


Mindset


Time

Reflection

Questions

Decisions

Source: The Logic of Failure: Recognizing and Avoiding Error in Complex Situations by Dietrich Dorner, Rita Kimber, and Robert Kimber

Organizational mindset is a tool


Time

Reflection

Questions

Decisions

Source: The Logic of Failure: Recognizing and Avoiding Error in Complex Situations by Dietrich Dorner, Rita Kimber, and Robert Kimber

And must be properly focused


Mind set


Trend Insight Likeliness Impact total

Customization Demand for tailored services

8 10 18

Tinkering Growing interest in technology

10 5 15

Simplicity Customer is never wrong 8 3 11

Environmentalism

Demanding new green products and services

10 2 12

Connectivity Increased demand for data connection

10 10 20

Increased Bandwidth

Ease of connecting to remote data and improved services

10 8 18

Cost of energy Desire to reduce cost over time

8 6 14

Lifestyle demands of baby boomers

Demand for advanced lifestyle product and service support

10 10 20

Trend analysis: health care


Trend Insight Likeliness Impact total

Customization Demand for tailored services

8 10 18

Tinkering Growing interest in technology

10 5 15

Simplicity Customer is never wrong 8 3 11

Environmentalism

Demanding new green products and services

10 2 12

Connectivity Increased demand for data connection

10 10 20

Increased Bandwidth

Ease of connecting to remote data and improved services

10 8 18

Cost of energy Desire to reduce cost over time

8 6 14

Lifestyle demands of baby boomers

Demand for advanced lifestyle product and service support

10 10 20

Trend analysis: health care


Scenario planning: health care

high connectivity

low connectivity

High demandLow Demand


high connectivity

low connectivity

Cloud world

Concierge Service

Public Utility

More of the same

Scenario planning: health care

High demandLow Demand


Experience Map


Attraction Entry Engagement Exit Extension




Experience Phases


Stages 1 2 3 4 5 6 7 7A 8 9Description of steps

Point of recognition

Job clarification(can occur after 3 or 4 as well)

Search for resources

Identify potential providers

compare Negotiation Engagement Ongoing Engagement

Completion Recommendation

Activities learning, considering, confused

Unless task is an emergency then there is a long consideration period with quick action once decision is made.

Need a point of reference

Trust and efficiency are important.

Customers care about the people they employ

Payment and agreement that job is complete

Good and bad word of mouth


Chris FinlayDMD Experience [email protected](917)860-4082

Chris FinlayDMD Experience [email protected](917)860-4082