SlideShare a Scribd company logo
1 of 34
Download to read offline
accuRx
Culture Deck
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!
The Problem We’re
Solving
50 years ago, healthcare was a knowledge
business, delivered by individuals.
Today, healthcare is a communication
business, delivered by teams.
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.
Everyone involved in a patient’s care
(including the patient) should be able to
communicate in one place.
Sounds simple, right? It’s not.
• 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
…with patients …within the team …with other teams
We power communication…
…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.
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
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
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
We don’t have users…
we have fans
GP practices even put us
in their job adverts
How We Got Here
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
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
And then… we pivoted
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.
What We Value
As A Team
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
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
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
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.
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)
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)
How we work – the
accuRx rhythm!
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
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
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.
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
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!)
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)
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)
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!

More Related Content

What's hot

Le marketing direct et focus sur le SMS Marketing - Sms Envoi
Le marketing direct et focus sur le SMS Marketing - Sms EnvoiLe marketing direct et focus sur le SMS Marketing - Sms Envoi
Le marketing direct et focus sur le SMS Marketing - Sms EnvoiSmsEnvoi.com
 
BlabBlaGile chez BlaBlaCar
BlabBlaGile chez BlaBlaCarBlabBlaGile chez BlaBlaCar
BlabBlaGile chez BlaBlaCarAgile En Seine
 
FSI - Digital Transformation.pdf
FSI - Digital Transformation.pdfFSI - Digital Transformation.pdf
FSI - Digital Transformation.pdfYasmineBoudhina
 
Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021
Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021
Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021Agile En Seine
 
Les stratégies marketing digitales dans le secteur du tourisme
Les stratégies marketing digitales dans le secteur du tourismeLes stratégies marketing digitales dans le secteur du tourisme
Les stratégies marketing digitales dans le secteur du tourismeBeer Bergman
 
Presentation Marketing Mobile Slideshare
Presentation Marketing Mobile SlidesharePresentation Marketing Mobile Slideshare
Presentation Marketing Mobile SlideshareSimaWay Simaway
 
Comment développer la stratégie digitale de son e-commerce?
Comment développer la stratégie digitale de son e-commerce?Comment développer la stratégie digitale de son e-commerce?
Comment développer la stratégie digitale de son e-commerce?Nicolas J. Chevalier
 
Segmentation de la marques l'oreal
Segmentation de la marques l'orealSegmentation de la marques l'oreal
Segmentation de la marques l'orealKabaTidiane
 
Etude PwC sur l'assurance à l'ère du digital (mars 2015)
Etude PwC sur l'assurance à l'ère du digital (mars 2015)Etude PwC sur l'assurance à l'ère du digital (mars 2015)
Etude PwC sur l'assurance à l'ère du digital (mars 2015)PwC France
 
Evolution de la communication interne en entreprise
Evolution de la communication interne en entreprise Evolution de la communication interne en entreprise
Evolution de la communication interne en entreprise Visiativ Africa
 
Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...
Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...
Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...Diane Abel
 
Singlife Philippines – Insurer Innovation Award 2023
Singlife Philippines – Insurer Innovation Award 2023Singlife Philippines – Insurer Innovation Award 2023
Singlife Philippines – Insurer Innovation Award 2023The Digital Insurer
 
Les principaux acteurs de la communication interne
Les principaux acteurs de la communication interneLes principaux acteurs de la communication interne
Les principaux acteurs de la communication interneDamien ARNAUD
 
Innover en agilité dans un environnement industriel hardware (REX Schneider E...
Innover en agilité dans un environnement industriel hardware (REX Schneider E...Innover en agilité dans un environnement industriel hardware (REX Schneider E...
Innover en agilité dans un environnement industriel hardware (REX Schneider E...Agile En Seine
 
Marque marwa nouvelle stratégie digitale
Marque marwa nouvelle stratégie digitale Marque marwa nouvelle stratégie digitale
Marque marwa nouvelle stratégie digitale maryaslm
 
Stratégie et optimisation des réseaux sociaux - BtoB
Stratégie et optimisation des réseaux sociaux - BtoBStratégie et optimisation des réseaux sociaux - BtoB
Stratégie et optimisation des réseaux sociaux - BtoBPires Lucie
 

What's hot (20)

Le marketing direct et focus sur le SMS Marketing - Sms Envoi
Le marketing direct et focus sur le SMS Marketing - Sms EnvoiLe marketing direct et focus sur le SMS Marketing - Sms Envoi
Le marketing direct et focus sur le SMS Marketing - Sms Envoi
 
BlabBlaGile chez BlaBlaCar
BlabBlaGile chez BlaBlaCarBlabBlaGile chez BlaBlaCar
BlabBlaGile chez BlaBlaCar
 
FSI - Digital Transformation.pdf
FSI - Digital Transformation.pdfFSI - Digital Transformation.pdf
FSI - Digital Transformation.pdf
 
Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021
Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021
Les Chaines de Valeur : le bon, la brute et le truand - Agile en Seine 2021
 
Stratégie digitale 360 Patyka
Stratégie digitale 360 PatykaStratégie digitale 360 Patyka
Stratégie digitale 360 Patyka
 
Les stratégies marketing digitales dans le secteur du tourisme
Les stratégies marketing digitales dans le secteur du tourismeLes stratégies marketing digitales dans le secteur du tourisme
Les stratégies marketing digitales dans le secteur du tourisme
 
Presentation Marketing Mobile Slideshare
Presentation Marketing Mobile SlidesharePresentation Marketing Mobile Slideshare
Presentation Marketing Mobile Slideshare
 
Comment développer la stratégie digitale de son e-commerce?
Comment développer la stratégie digitale de son e-commerce?Comment développer la stratégie digitale de son e-commerce?
Comment développer la stratégie digitale de son e-commerce?
 
Segmentation de la marques l'oreal
Segmentation de la marques l'orealSegmentation de la marques l'oreal
Segmentation de la marques l'oreal
 
Etude PwC sur l'assurance à l'ère du digital (mars 2015)
Etude PwC sur l'assurance à l'ère du digital (mars 2015)Etude PwC sur l'assurance à l'ère du digital (mars 2015)
Etude PwC sur l'assurance à l'ère du digital (mars 2015)
 
Evolution de la communication interne en entreprise
Evolution de la communication interne en entreprise Evolution de la communication interne en entreprise
Evolution de la communication interne en entreprise
 
Le mix marketing a l'heure du digital
Le mix marketing a l'heure du digitalLe mix marketing a l'heure du digital
Le mix marketing a l'heure du digital
 
Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...
Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...
Memoire de fin d'études : Le contrôle du buzz dans les campagnes de communica...
 
Singlife Philippines – Insurer Innovation Award 2023
Singlife Philippines – Insurer Innovation Award 2023Singlife Philippines – Insurer Innovation Award 2023
Singlife Philippines – Insurer Innovation Award 2023
 
Les principaux acteurs de la communication interne
Les principaux acteurs de la communication interneLes principaux acteurs de la communication interne
Les principaux acteurs de la communication interne
 
Innover en agilité dans un environnement industriel hardware (REX Schneider E...
Innover en agilité dans un environnement industriel hardware (REX Schneider E...Innover en agilité dans un environnement industriel hardware (REX Schneider E...
Innover en agilité dans un environnement industriel hardware (REX Schneider E...
 
Marketing mobile
Marketing mobileMarketing mobile
Marketing mobile
 
Marque marwa nouvelle stratégie digitale
Marque marwa nouvelle stratégie digitale Marque marwa nouvelle stratégie digitale
Marque marwa nouvelle stratégie digitale
 
Airbnb - diagnostic et formulation stratégique
Airbnb - diagnostic et formulation stratégiqueAirbnb - diagnostic et formulation stratégique
Airbnb - diagnostic et formulation stratégique
 
Stratégie et optimisation des réseaux sociaux - BtoB
Stratégie et optimisation des réseaux sociaux - BtoBStratégie et optimisation des réseaux sociaux - BtoB
Stratégie et optimisation des réseaux sociaux - BtoB
 

Similar to Accurx culture deck

SLaM & patient opinion presentation 28 sept 2011
SLaM & patient opinion presentation 28 sept 2011SLaM & patient opinion presentation 28 sept 2011
SLaM & patient opinion presentation 28 sept 2011Patient Opinion
 
The next steps in Lean Healthcare - Summarizing the Challenges
The next steps in Lean Healthcare - Summarizing the ChallengesThe next steps in Lean Healthcare - Summarizing the Challenges
The next steps in Lean Healthcare - Summarizing the ChallengesLean Enterprise Academy
 
Patient and Public Partnership Toolkit
Patient and Public Partnership ToolkitPatient and Public Partnership Toolkit
Patient and Public Partnership ToolkitJennifer Carter
 
Staff experience, why it matters and how we can improve it
Staff experience, why it matters and how we can improve itStaff experience, why it matters and how we can improve it
Staff experience, why it matters and how we can improve itNHS England
 
Making change happen at the sharp end. The role of GPs and the primary care ...
Making change happen at the sharp end.The role of GPs and the primary care ...Making change happen at the sharp end.The role of GPs and the primary care ...
Making change happen at the sharp end. The role of GPs and the primary care ...NHS Improving Quality
 
Digital Health Company Information Session
Digital Health Company Information SessionDigital Health Company Information Session
Digital Health Company Information SessionTeri Morris
 
Sysmex Recruitment Brochure
Sysmex Recruitment BrochureSysmex Recruitment Brochure
Sysmex Recruitment BrochureErin Dunstan
 
Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...
Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...
Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...Kaiser Permanente
 
Thinking Differently
Thinking DifferentlyThinking Differently
Thinking DifferentlySusannahuclh
 
Tenet Standards of ConductTogether we’re moving health f.docx
Tenet Standards of ConductTogether we’re moving health f.docxTenet Standards of ConductTogether we’re moving health f.docx
Tenet Standards of ConductTogether we’re moving health f.docxbradburgess22840
 
Community Integrated Care - A Changing Organisation in a Changing World
Community Integrated Care - A Changing Organisation in a Changing WorldCommunity Integrated Care - A Changing Organisation in a Changing World
Community Integrated Care - A Changing Organisation in a Changing Worldcommunityintegratedcare
 
New Release: CCG Patient Safety Organization Overview
New Release: CCG Patient Safety Organization OverviewNew Release: CCG Patient Safety Organization Overview
New Release: CCG Patient Safety Organization OverviewiCareQuality.us
 

Similar to Accurx culture deck (20)

SLaM & patient opinion presentation 28 sept 2011
SLaM & patient opinion presentation 28 sept 2011SLaM & patient opinion presentation 28 sept 2011
SLaM & patient opinion presentation 28 sept 2011
 
redesigning-cardiovascular-service-line
redesigning-cardiovascular-service-lineredesigning-cardiovascular-service-line
redesigning-cardiovascular-service-line
 
Co-producing quality improvement
Co-producing quality improvementCo-producing quality improvement
Co-producing quality improvement
 
The next steps in Lean Healthcare - Summarizing the Challenges
The next steps in Lean Healthcare - Summarizing the ChallengesThe next steps in Lean Healthcare - Summarizing the Challenges
The next steps in Lean Healthcare - Summarizing the Challenges
 
Patient and Public Partnership Toolkit
Patient and Public Partnership ToolkitPatient and Public Partnership Toolkit
Patient and Public Partnership Toolkit
 
Experience SHYFT
Experience SHYFTExperience SHYFT
Experience SHYFT
 
Experience SHYFT
Experience SHYFTExperience SHYFT
Experience SHYFT
 
Staff experience, why it matters and how we can improve it
Staff experience, why it matters and how we can improve itStaff experience, why it matters and how we can improve it
Staff experience, why it matters and how we can improve it
 
Making change happen at the sharp end. The role of GPs and the primary care ...
Making change happen at the sharp end.The role of GPs and the primary care ...Making change happen at the sharp end.The role of GPs and the primary care ...
Making change happen at the sharp end. The role of GPs and the primary care ...
 
Managing benefits from projects - the NHS way
Managing benefits from projects - the NHS wayManaging benefits from projects - the NHS way
Managing benefits from projects - the NHS way
 
Digital Health Company Information Session
Digital Health Company Information SessionDigital Health Company Information Session
Digital Health Company Information Session
 
Making sense of outcomes based commissioningv4
Making sense of outcomes based commissioningv4Making sense of outcomes based commissioningv4
Making sense of outcomes based commissioningv4
 
Sysmex Recruitment Brochure
Sysmex Recruitment BrochureSysmex Recruitment Brochure
Sysmex Recruitment Brochure
 
Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...
Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...
Bring the Team to the Core: Establishing an Ethic to Incorporate Caritas into...
 
Thinking Differently
Thinking DifferentlyThinking Differently
Thinking Differently
 
Tenet Standards of ConductTogether we’re moving health f.docx
Tenet Standards of ConductTogether we’re moving health f.docxTenet Standards of ConductTogether we’re moving health f.docx
Tenet Standards of ConductTogether we’re moving health f.docx
 
Community Integrated Care - A Changing Organisation in a Changing World
Community Integrated Care - A Changing Organisation in a Changing WorldCommunity Integrated Care - A Changing Organisation in a Changing World
Community Integrated Care - A Changing Organisation in a Changing World
 
New Release: CCG Patient Safety Organization Overview
New Release: CCG Patient Safety Organization OverviewNew Release: CCG Patient Safety Organization Overview
New Release: CCG Patient Safety Organization Overview
 
Challenge fund update, Windsor 141125
Challenge fund update, Windsor 141125Challenge fund update, Windsor 141125
Challenge fund update, Windsor 141125
 
The Low-down on Lean
The Low-down on LeanThe Low-down on Lean
The Low-down on Lean
 

Recently uploaded

2024 April Patch Tuesday
2024 April Patch Tuesday2024 April Patch Tuesday
2024 April Patch TuesdayIvanti
 
UiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to HeroUiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to HeroUiPathCommunity
 
A Framework for Development in the AI Age
A Framework for Development in the AI AgeA Framework for Development in the AI Age
A Framework for Development in the AI AgeCprime
 
Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#Karmanjay Verma
 
Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...
Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...
Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...BookNet Canada
 
WomenInAutomation2024: AI and Automation for eveyone
WomenInAutomation2024: AI and Automation for eveyoneWomenInAutomation2024: AI and Automation for eveyone
WomenInAutomation2024: AI and Automation for eveyoneUiPathCommunity
 
JET Technology Labs White Paper for Virtualized Security and Encryption Techn...
JET Technology Labs White Paper for Virtualized Security and Encryption Techn...JET Technology Labs White Paper for Virtualized Security and Encryption Techn...
JET Technology Labs White Paper for Virtualized Security and Encryption Techn...amber724300
 
Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24
Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24
Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24Mark Goldstein
 
A Glance At The Java Performance Toolbox
A Glance At The Java Performance ToolboxA Glance At The Java Performance Toolbox
A Glance At The Java Performance ToolboxAna-Maria Mihalceanu
 
Glenn Lazarus- Why Your Observability Strategy Needs Security Observability
Glenn Lazarus- Why Your Observability Strategy Needs Security ObservabilityGlenn Lazarus- Why Your Observability Strategy Needs Security Observability
Glenn Lazarus- Why Your Observability Strategy Needs Security Observabilityitnewsafrica
 
Generative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdfGenerative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdfIngrid Airi González
 
Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...
Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...
Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...Alkin Tezuysal
 
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfSo einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfpanagenda
 
QMMS Lesson 2 - Using MS Excel Formula.pdf
QMMS Lesson 2 - Using MS Excel Formula.pdfQMMS Lesson 2 - Using MS Excel Formula.pdf
QMMS Lesson 2 - Using MS Excel Formula.pdfROWELL MARQUINA
 
Dynamical Context introduction word sensibility orientation
Dynamical Context introduction word sensibility orientationDynamical Context introduction word sensibility orientation
Dynamical Context introduction word sensibility orientationBuild Intuit
 
Which standard is best for your content?
Which standard is best for your content?Which standard is best for your content?
Which standard is best for your content?Rustici Software
 
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...itnewsafrica
 
QCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architecturesQCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architecturesBernd Ruecker
 
React Native vs Ionic - The Best Mobile App Framework
React Native vs Ionic - The Best Mobile App FrameworkReact Native vs Ionic - The Best Mobile App Framework
React Native vs Ionic - The Best Mobile App FrameworkPixlogix Infotech
 
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Nikki Chapple
 

Recently uploaded (20)

2024 April Patch Tuesday
2024 April Patch Tuesday2024 April Patch Tuesday
2024 April Patch Tuesday
 
UiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to HeroUiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to Hero
 
A Framework for Development in the AI Age
A Framework for Development in the AI AgeA Framework for Development in the AI Age
A Framework for Development in the AI Age
 
Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#
 
Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...
Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...
Transcript: New from BookNet Canada for 2024: BNC SalesData and LibraryData -...
 
WomenInAutomation2024: AI and Automation for eveyone
WomenInAutomation2024: AI and Automation for eveyoneWomenInAutomation2024: AI and Automation for eveyone
WomenInAutomation2024: AI and Automation for eveyone
 
JET Technology Labs White Paper for Virtualized Security and Encryption Techn...
JET Technology Labs White Paper for Virtualized Security and Encryption Techn...JET Technology Labs White Paper for Virtualized Security and Encryption Techn...
JET Technology Labs White Paper for Virtualized Security and Encryption Techn...
 
Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24
Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24
Arizona Broadband Policy Past, Present, and Future Presentation 3/25/24
 
A Glance At The Java Performance Toolbox
A Glance At The Java Performance ToolboxA Glance At The Java Performance Toolbox
A Glance At The Java Performance Toolbox
 
Glenn Lazarus- Why Your Observability Strategy Needs Security Observability
Glenn Lazarus- Why Your Observability Strategy Needs Security ObservabilityGlenn Lazarus- Why Your Observability Strategy Needs Security Observability
Glenn Lazarus- Why Your Observability Strategy Needs Security Observability
 
Generative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdfGenerative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdf
 
Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...
Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...
Unleashing Real-time Insights with ClickHouse_ Navigating the Landscape in 20...
 
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfSo einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
 
QMMS Lesson 2 - Using MS Excel Formula.pdf
QMMS Lesson 2 - Using MS Excel Formula.pdfQMMS Lesson 2 - Using MS Excel Formula.pdf
QMMS Lesson 2 - Using MS Excel Formula.pdf
 
Dynamical Context introduction word sensibility orientation
Dynamical Context introduction word sensibility orientationDynamical Context introduction word sensibility orientation
Dynamical Context introduction word sensibility orientation
 
Which standard is best for your content?
Which standard is best for your content?Which standard is best for your content?
Which standard is best for your content?
 
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...
 
QCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architecturesQCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architectures
 
React Native vs Ionic - The Best Mobile App Framework
React Native vs Ionic - The Best Mobile App FrameworkReact Native vs Ionic - The Best Mobile App Framework
React Native vs Ionic - The Best Mobile App Framework
 
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
 

Accurx culture deck

  • 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!
  • 4. 50 years ago, healthcare was a knowledge business, delivered by individuals. Today, healthcare is a communication business, delivered by teams.
  • 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. 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. • 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. …with patients …within the team …with other teams We power communication…
  • 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. 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. 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. 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. We don’t have users… we have fans GP practices even put us in their job adverts
  • 14. How We Got Here
  • 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. 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. And then… we pivoted
  • 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.
  • 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. 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. 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. 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. 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. 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. How we work – the accuRx rhythm!
  • 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. 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. 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. 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. 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. 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. 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. 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!