The document discusses approaches to innovating healthcare experiences through design thinking. It explores researching patient needs and values, developing insights, and prototyping and testing new solutions to improve areas like communication, personalization, and support. The goal is to create a world-class experience that delivers greater care by understanding what people really need and want.
20. and it takes remembering that… patients are always people.
21. Innovation starts with understanding people Budget Events Family Work Religion Health Friends
22. it is found somewhere in here… Business Social Science Design Innovation
23. and needs to be… Feasible Desirable Viable Innovation
24. This means we need to treat problems more like like mysteries… than puzzles.
25. and accounting for what people often can’t say. Explicit Tacit Latent Ask Observe Make
26. It takes an unfamiliar process which is challenging Design Thinking Market Research
27. but understanding that the difference in process is critical when innovating. Marketing > Production > User research (What has been made) (What can be made) (What should be made) Market research Engineering Marketing > Production > User research approach Traditional approach
28. Innovation is hard because organizations face dissimilar challenges Exploit Explore Creativity Systems thinking Empathy Flexibility Generalist Courage Process Management Efficiency Rigidity Specialist Control $? $
29. 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
33. but this is what continuous innovation looks like
34. which ensures that we add value in the right ways. Value through meeting needs > Value through efficiency > Functional Emotional Business model Innovation Process Innovation Product & Service Innovation Value to customer
35. Unfortunately, it is hard for accountants to value user research Jeremy Alexis, IIT Accountants recognize value creation here 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
36. and there is also a huge rate of failure “ 96% of innovations fail” - Larry Keeley, Doblin Innovation Group
37. Time Organizational Knowledge Innovation Gap Knowledge of how to make things Knowledge of peoples lives but business needs us now more than ever.
38. people define what is valuable and businesses exist to offer that value through products and services. because in an economy of choice
39. Design has proven value Design focused companies outperformed the Financial Times Stock Exchange by 200% in a 10 year period.
41. 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
42. Opportunities to engage User research Unmet needs Design criteria What to make to frame research and inform a variety of important decisions Decision making criteria Customer values Models of interaction Trends Problem framing Better product offering Marketing Design Business
51. creating a world-class experience that delivers greater care for patients. OnCure wanted to figure out how to gain a competitive advantage by
52. There are lots of things doctors might think patients need
53. 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.
58. 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 value Can I afford this? and found out what people valued
59. Patient relationship star model Confidence Time Personalized care Efficient Friendly Caring Communication Right support Normalcy Control Understand changes Empowerment Convenience Speed Consistency Comfort who they interact with… physician staff supporters body facility
60. 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.
61. “ 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!
71. 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
72. 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
74. 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
75. 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
77. high connectivity low connectivity Cloud world Concierge Service Public Utility More of the same Scenario planning: health care High demand Low Demand
81. Experience Phases Attraction Entry Engagement Exit Extension Stages 1 2 3 4 5 6 7 7A 8 9 Description 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
82. Chris Finlay DMD Experience Design [email_address] (917)860-4082