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Its Not About The Smoothie
 

Its Not About The Smoothie

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Presentation to students at University of Minnesota's MHA program to familiarize them with Design Thinking in the context of health care. Part of the health care and innovation class taught by Ryan ...

Presentation to students at University of Minnesota's MHA program to familiarize them with Design Thinking in the context of health care. Part of the health care and innovation class taught by Ryan Armbruster.

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Its Not About The Smoothie Its Not About The Smoothie Presentation Transcript

  • It not about the smoothie
  • I am here for selfish reasons.
  • Dramatization
  • This was pretty bad
  • This sucked to
  • This 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 Events Family Work Religion Health Friends
  • 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 (What has been made) (What can be made) (What should be made) Market research Engineering Marketing > Production > User research approach Traditional approach
  • 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 > Functional Emotional Business model Innovation Process Innovation Product & Service Innovation Value to customer
  • 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
  • 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 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
  • and makes marketers jobs easy by creating products and services people need
  • SPARC Innovation Group
  • SPARC Innovation Group
  • Find: Map and analyze activities 1 Recognize: concept illustrations 2 Realize: Prototype 3
  •  
  •  
  •  
  •  
  • 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 value Can I afford this? and found out what people valued
  • 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
  • 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 quality low quality
  • Mindset
  • 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
  • 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 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 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
  • Scenario planning: health care high connectivity low connectivity High demand Low Demand
  • high connectivity low connectivity Cloud world Concierge Service Public Utility More of the same Scenario planning: health care High demand Low Demand
  • Experience Map
  • Attraction Entry Engagement Exit Extension
  • Attraction Entry Engagement Exit Extension
  • 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
  • Chris Finlay DMD Experience Design [email_address] (917)860-4082