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Accurx culture deck

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This deck gives an overview of: the problem we're solving at accuRx; our journey so far; what we value as a team and our "rhythm" (what happens weekly, quarterly, yearly etc).

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Accurx culture deck

  1. 1. accuRx Culture Deck
  2. 2. What’s in this deck? 1. The problem we’re solving 2. How we got here 3. What we value as a team 4. How we work – the accuRx rhythm!
  3. 3. The Problem We’re Solving
  4. 4. 50 years ago, healthcare was a knowledge business, delivered by individuals. Today, healthcare is a communication business, delivered by teams.
  5. 5. Our mission is to bring patients and their healthcare teams together. This will transform how healthcare is delivered. It will make people healthier and staff happier.
  6. 6. Everyone involved in a patient’s care (including the patient) should be able to communicate in one place. Sounds simple, right? It’s not.
  7. 7. • Healthcare is delivered by around 10,000 organisations in the UK. They all have their own systems, processes and management • The demand is continuous and the workforce are too busy to try something new • It’s very difficult to be agile. You can’t ship buggy code when lives are at stake • People expect all IT in healthcare to be rubbish • Healthcare serves the 100%. Many staff and patients struggle with technology
  8. 8. …with patients …within the team …with other teams We power communication…
  9. 9. …letting GP practices send ad-hoc SMS messages to their patients (instead of letters, phone calls or not communicating at all). In February 2018 we launched Chain SMS… The first ever self-service software setup in healthcare. We’re fully integrated with the dominant GP IT system. Users can text a patient in under 30 seconds.
  10. 10. Our users love us! • “If this were a man, I’d want its babies” • “Patients are delighted we have finally moved into the 21st century.“ • “Accurx is the best thing that has happened in the last 10 years!” • “It is bloody brilliant!!” • “Our patient adherence to to our Drug Monitoring processes have gone from 24% to 98%!” • “So I think this is just about to make working life a whole lot easier!!!” • “I can't praise enough this software, we are blown away by accuRx- simply the best bit of GP IT software we’ve seen in years – so elegant and simple and has developed with user input rapidly, and it just works!...The capture of data is of great interest and the possibilities to extend its use are considerable.” When surveyed, our users estimate we save them 37 minutes each per day on average. We’ve got an NPS score of 85. Here are some snippets of feedback we’ve had… See some more reviews at practiceindex.co.uk/gp/accurx or twitter.com/accuRx
  11. 11. And we’ve changed how they work.. Chilwell Meadows Surgery Attenborough Surgery See more case studies at accurx.com/case-studies-main Staunton Surgery now texts patients as an alternative to letters, saving time and postage costs now uses SMS messages to engage ‘hard-to-reach’ patients now texts patients to reduce the number of time consuming phone calls
  12. 12. In its first year, Chain SMS went from being used in 0% to 22% of GP practices in the country 98% of these practices started using us because of a recommendation They use us to send a message to a patient every two seconds
  13. 13. We don’t have users… we have fans GP practices even put us in their job adverts
  14. 14. How We Got Here
  15. 15. Back in 2016 Laurence and Jacob met on Entrepreneur First (EF) and started working on tackling antimicrobial resistance. accuRx was incorporated (”Rx” is the medical shorthand for prescription, i.e. Accurate Prescription) and we started developing decision support software
  16. 16. Q3 2016: We learnt how to do User Research, started integrating with the main medical record system and pitched at the EF demo day Q4 2016: We moved to our first office, Ben joined as the first hire and we were awarded an Innovate UK government grant Q1 2017: We installed Chain Decision Support in the first practice (breaking their NHS smartcards in the process), closed our angel funding round and welcomed Lydia, Lorna and Jafar to the team Q2 2017: We kept improving Chain Decision Support, installed in a further 10 practices and learnt how much time pilots can waste Q3 2017: We tried everything we could think of to improve usage (and failed), we tried selling to 15 CCGs (and failed) and Calum joined the team
  17. 17. And then… we pivoted
  18. 18. Q4 2017: We stopped developing antibiotic decision support, worked intentionally unscalably in one practice, moved office and were awarded our second Innovate UK grant Q1 2018: We developed six products (and turned off antibiotic decision support), launched Chain SMS (the first ever self-service software in healthcare) and Vivek joined the team. We tried 15+ marketing strategies – the only thing that worked was a letter with a handwritten Post-it note. Q2 2018: We struggled to shift workload from GPs to other staff, realised we needed better focus, and had an epiphany that healthcare is now a communication problem. We introduced referral incentives and Chain SMS adoption hit 200 practices. Q3 2018: We focused on improving Chain SMS and the onboarding journey, we started working on communication within a practice, and Chain SMS adoption hit 630 practices Q4 2018: We released Patient Thread in beta (the first ever patient-centred instant messaging platform), Annie joined us and Chain SMS adoption hit 1130 practices.
  19. 19. What We Value As A Team
  20. 20. Team Values • Mission-first: make healthcare better • Collaborate: work as a team • Ownership: take pride and be responsible • Kaizen: keep improving • Balance: look after each other N.B. We didn’t sit around a whiteboard and dream these up. In summer 2018 everyone gave a list of Reasons we work well and Reasons I like coming to work (see photo right) and these clustered into the above groups
  21. 21. Values: Mission-first Everything we do should contribute to making patients healthier, staff happier and health systems more efficient e.g. we avoid building features already provided by other companies even if we can make them better, and focus on unmet need • If a decision isn't optimising for mission, it's your responsibility to flag it • If we're unsure, we discuss it as a company
  22. 22. Values: Collaborate We optimise for team success over individual success. Everyone’s problems are my problems • We help everyone be the best version of themselves • We're team players, we support each other to learn and develop and we're open and honest (e.g. we do 360° feedback every 6 months and share our personal goals) • We don't have time for office politics • We care about what we do, but often disagree (because we care so much). When we disagree, we rely on data, the team (not hierarchy), and trust of each others' judgement to make an informed decision • We bring together different skills, perspectives and experience. Where we lack diversity, we make a conscious effort to correct for this. The healthcare workforce is diverse, and the patient population even more so. We're building for them, not us
  23. 23. Values: Ownership We enjoy what we do every day and take pride in our work, individually and as a team. We act responsibly, even when nobody is watching. E.g. Every two weeks we demo what we’ve been working on to the rest of the team • We don’t avoid hard challenges. We're problem solvers with a bias for action. • We're handling peoples' most sensitive data, diverting money from elsewhere in healthcare and supporting life-and-death workflows. We take this responsibility seriously, maximise the value we can create, and don't cut corners.
  24. 24. Values: Kaizen (Continuous Improvement) We’re always iterating to make things better: culture, processes, products… When things don't work out as planned, we learn from it. These improvements are everyone's responsibility, from the day they join. E.g. Every two weeks we reflect on what has and hasn’t gone well, and put in place improvements to address these • Everyone stays close to the frontline, understanding users and patients. We build for the real world and experience the difference we make first- hand. (e.g. Everyone visits a GP practice at least once each quarter. Some of us go every week, and share the learnings with the team) • We challenge the status quo, because if we don't who will? (e.g. We’re the first ever self-service software for GP practices)
  25. 25. Values: Balance We know that we do our best work when we're also happy outside of work e.g. we don’t have a ‘long hours’ culture and trust our team to work hard and deliver • Everyone in the team is supported by great family (and friends), and they're all part of the wider accuRx family. (e.g. We invite partners to the weekend of our summer retreat and to our Christmas dinner) • We also don't let work get in the way of staying healthy. (e.g. We provide a fitness bonus to spend on whatever sport/fitness activity you like, and regularly go on team runs)
  26. 26. How we work – the accuRx rhythm!
  27. 27. We build fast, then focus* Live products, being actively developed • Chain SMS: lets practices message patients • Patient Thread: lets practices communicate internally about patients Live products, development paused • Florey – Lets practices collect structured data from patients • Reception – Knowledge management Decommissioned products/prototypes • Antibiotic decision support • Huddle – direct instant messaging (prior to Patient Thread!) • Appointment optimisation • Workforce planning • Training management *We’ve got much better at focusing – we used to be pretty poor at it
  28. 28. Current Team • Annie: User Ops Specialist, ensures responsive and user-centred support, oversees our community of users • Ben O: VP Engineering, keeps our engineering team running like a well-oiled machine • Ben S: Growth Analyst, expert in data analytics, drives our product growth • Calum: Product Engineer, with particular expertise in security and open standards • Dan: Operations Manager, who drives our projects forward and oversees our company processes • Jacob: Co-founder and CEO, oversees the non-technical side of the business • Jafar: Software Developer, full stack dev (and SQL/Excel whizz) • Kulsuma: Executive Assistant, oversees the smooth running of all executive activity • Laurence: Co-founder and CTO, oversees the technical side of the business • Layla: Office Manager, drives everything behind the smooth running of our office, events and team logistics • Lorna: Head of User Research, expert in gathering user needs, testing new designs and products • Mike: Senior Software Developer, with particular expertise in both infrastructure and enterprise software • Vicky: User Ops Specialist, ensures responsive and user-centred support, oversees the scaling of support processes • Vivek: Clinical Lead, GP, provides clinical oversight to the team and throughout product development
  29. 29. Annual: The Team Retreat Every summer we go away as a team. In 2017 we stayed in an old mill in the Brecon Beacons. In 2018 we stayed on on a lake in the Cotswolds. We spend the week shaping our vision for the year ahead, learning new skills and eating well. Previous sessions have in included a design workshop, our vision told through patient stories, a hackathon, 360 feedback, standup paddleboarding, roadmap planning, ultimate frisbee, capturing our values, BBQs, a retrospective of the year, lake swimming and some very competitive team cooking. Partners are invited to join for the weekend. In 2017 we all went hiking and camping. In 2018 we were joined by a 6-month-old and 18-month-old so opted for nearby activities.
  30. 30. Quarterly: Offsite Days and Hackathons Offsite days: Where we plan the roadmap for the next 3 months, set our OKRs and unpick larger business challenges. We do these in GP practices to stay close to our users Hackathons: Where we split into teams to build interesting new ideas, prototypes, and test out new technologies
  31. 31. Monthly: Team Dinners Usually it’s a restaurant, but here are some of our favourites… 1. Pasta-making in the office kitchen (top left) 2. Summer-roll-making and Codenames at Laurence’s home 3. Five-course Christmas dinner at Jacob’s home (partners invited too!)
  32. 32. Fortnightly: The Sprint We work on two-week sprint cycles. At the start of every sprint, we… • Have a company-wide kickoff • Run through the work items planned for the sprint and any key events At the end of every sprint, we… • Demo what we’ve built or been working on • Review our progress against the quarter’s OKRs • Celebrate our wins and learn from our challenges over the past sprint (retrospective)
  33. 33. Weekly: 1:1s, Team Lunch, Town Hall and Windups Everyone has weekly 1:1s with their line manager. Every Thursday we have team lunch. Every Friday afternoon we have a ‘Town Hall’ where we go through general business updates, and any questions or concerns the team have. After, someone does a ‘windup’ on a topic they find interesting, and we bring out the drinks and snacks. Highlights from previous windups have included Designing a Wind Farm from Scratch, The Secret History of the Potato, Mindfulness 101, Food and Wine Pairing, and How Visual Illusions Work and CPR (bottom left)
  34. 34. Daily: Standups, Runs and Gym We have a standup every morning where everyone runs through their week’s goals, yesterday’s achievements and today’s work. Every lunchtime, some of the team go for a run or go the gym, or have lunch together!

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