Leading transformation and innovation in healthcare
Commercial and clinical impact
2 X HSJ Award Winners
Problem:
- Very low rates of heart failure diagnoses in the community, exacerbated by the Covid-19 pandemic
- High rates of hospital admissions and readmissions with heart failure, which is costly for government provided healthcare
- Specialist nursing clinics at capacity, meaning delays to access and optimisation to therapy
Approach:
- Formed a team of primary care physicians, specialist heart failure consultant doctors, specialist lead nurses and health analytics experts
- Partnerships created with healthtech vendors and life sciences companies
- Research conducted with everyone who interacts with the pathway: from patients and carers to primary and secondary care doctors, nurses, pharmacists, hospital management and IT teams
- A current-state ‘blueprint’ of the pathway was developed showing how all these stakeholders combined with clinical systems, data and organizational structures to deliver care
- Over 30 pain points and opportunities were identified and prioritized by the
co-design team - A health economic model was created against to measure impacts
Outcomes
- Implemented new virtual ward and patient remote monitoring technology and created new educational modules for patients
- Redesigned interfaces and workflows within the core hospital and electronic health record for heart failure
- Improved referral routes and guidance for primary care doctors, including changes to the local pathology system
- Launched new heart failure specific forms, patient care plans and letter templates
- Digitized workflow for heart failure specialist nurses within the hospital
Product innovation and customer centric transformation in telecoms / media
Problem:
- A large tleco / media business was facing declining revenue growth and new entrants such as Netflix, which have a higher NPS. Retail shops are often concessions within larger stores or franchises and installation engineers are c.60% 3rd parties – the business was not fully in control of the end-to-end customer experiences
- Improve NPS by c.15pts and address increased competition the business launched a transformation to become ‘customer obsessed’
Approach:
- Work began with mystery shopping across Italy, exploringand contrasting experience wholly owned by the business vs those owned by franchisees / 3rd parties
- Mapped the current state, end-to-end customer lifecycle and detailed sub-journeys, across
both digital and physical, in-store experiences - Conducted qualitative customer research across Italy, validated by CRM data analytics
and quantitative website surveys covering over 2000 customers - Created an analysed and prioritised list of 220 customer pain points
- Developed detailed customer journeys for each stage of experience and identified a set
of 7 personas reflecting customer types and behaviours - Ran a series of design sprints to develop new digital product concepts and test
with customers in co-creation workshops
Outcomes
- Identified €35m in benefits from pain point resolution and improved conversion
- Created a self-service app prototype that was used by the product teams to update their
core UX journeys and product backlog - Developed a new operating model for driving the ’customer obsession’ programme
Commercial impact
Building global product and design teams
The product trio
(courtesy of Maze.co one of the tools that was introduced)
Problem:
- This global, €200m digital products and services business wanted to deliver more value for customers
- Product and technology teams (c.160 people) has inconsistent processes, lacked skills in user centric design, roles were unclear and a new organisation structure was just being implemented
- Product delivery needed to be accelerated to reduce costs and beat competitors
- Lack of a functioning product vision and strategy
Approach:
- Formed a global product, CX and design leadership team
- Developed a product vision and strategy and got buy-in from the board and exec teams
- Clarified product team roles and improved delivery processes and tooling
- Removed underperformers and recruiter top-tier talent to key roles
- Developed and launched new products and services to the market
Outcomes
- Used AI to improve product delivery efficiency by c.20%
- Re-positioned the business with new website and content
- Built new relationships with customers that directly led to increased revenues
- Build new partnerships with organisations such as Figma and low-code suppliers such as Mendix and Builder.ai
Creating an innovation lab for real estate and workplace design
Problem:
- How should a global real estate and facilities team know whether to invest in
biophilia (plant design), circadian lighting, improved air quality or smart meeting rooms for the global office footprint? - The global real estate and facilities team wanted to prove the link between workspace design, employee wellbeing and performance
Approach:
- A unique experimental process to review existing scientific studies and then test emerging workplace technologies in a real-life office environment.
- Successful interventions were combined to create a workplace of the future and tested against a control group using wearable devices, task assessments and satisfaction questionnaires.
- This was supported by a customer data platform to identify, track and amplify on positive trends.
Outcomes
- 30% reduction in workspace required per person without a reduction in satisfaction or performance
- 7% improvement in cognitive performance vs a control group
- 17% faster delivery for innovation teams
- Workplace designs that had been proven in the workplace innovation lab were rolled-out to new buildings globally, and used to retrofit existing offices
- The new workplaces became a key part of the organisational-wide digital transformation and shift to more agile and flexible ways of working
Commercial impact
- How should a global real estate and facilities team know whether to invest in
Growing professional services businesses - Product, CX, Design, IT, Strategy
Problem:
- A strategic design and CX consulancy had been bought by a 'Big 4' consultancy, but was in a state of decline, not generating benefits from the aquisition
- The value proposition of the business was no longer cutting edge, marketing was not generating leads and the best people were leaving
- Lack of trust between the aquired business and the Big 4 acquirer
Approach:
- Re-positioned the business with a new website, thought leadership content and more active and strategic marketing
- Created new capabilities e.g. Business Design and revitalised existing ones which could become differentiators for the business
- Hired new talent and exited poor performers
- Personally led key accounts, turned-around failing programmes and won new logos
Outcomes
- From negative growth to +30% growth year on year, in two years
- Grew headcount by c.30%
- Re-built trust with the Big 4 aqcuirer, which led to more new business being generated through existing networks
Commercial impact
Product and CX Transformation in B2B SaaS - Retail Personalisation and AI
Commercial impact
Problem:
- Publically listed B2B SaaS retail AI platform (search, merchandising, product recommendations) wanted to imrpove onboarding effieciency for new customers, reduce support costs
- CEO and PE investors wanted to develop a new product strategy to outcompete rivals and speed-up delivery of product innovations
Approach:
- Transformed the experience consulting team to add extra value to the product and to develop deeper partnerships with large retail customers
- Moved customer support to be self-service for most issues, with implementation of Zendesk, more efficient processes and a customer training portal
- Developed a new product strategy for the PE-backed board that used AI to support the personalisation of different retail journey experience touchpoints
- Developed a product and services value famework for use by sales and customer success teams
Outcomes
- Improved conversion rates on some of the world's largest retail websites by up to 10%, generating millions in additional revenues for customers
- Improved revenue from consulting services by over c.200%
- Reduced average time for customer issue resolution by c.20%
