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WHY HEALTHCARE?
(so, why not?)
why healthcare?
#democracy
#fascinatingtools
#personalexperience
#personalexperience
why healthcare?
#democracy
#criticalapproach
#fascinatingtools
why healthcare?
#democracy
#personalexperience
#criticalapproach
#fascinatingtools
THE RULE:
THE NATIONAL HEALTHCARE SYSTEM
(already known as ssn)
defined in
Roberto Bettega, Italia vs. Argentina (1978)
on 3 principles
#equality #equity#universality
recently implemented through
Clinical Government
system that encharges the healthcare orga-
nizations to manage their continuous im-
provement, high quality standards of assi-
stance, the best conditions towards the cli-
nical excellence
#equality
#healthcareagreement
LEA - Essential Levels of
Assistance
most basic level of
services that the Na-
tional State has to pro-
vides for the popula-
tion, for free or for
money with a low price
ticket.
recently implemented through
#equality #universality
#universality#equality
Healthcare Agreement
triennal agreement between the State and
the Regions. It defines the guidelines in
terms of quality and kind of care in order to
find the most accurate answer to the popu-
lation needs’.
recently implemented through
#equity
THE CHAOS:
ITALY, 2018
continuous challenge
CHRONICAL DESEASEHIGH AVERAGE AGE
22%
170 grandparents on 100 adolescents
39%
70 women on 100 people
#universality#equality #equity
fonte dati ISTAT 2017
60 mln
quantitative context
#equality #equity
UNCOVERED
COSTS
WAITING
LIST
PRIVATE
INSURANCE
#universality
65 days dentistry & radiology “smartbox” for healthcare
qualitative context
PREVENTION
qualitative context
PREVENTION
WHAT ELSE???
#sustainability
2 pillars more for the contemporary era
#accessibility
#universality#equality #equity
DESEASE VS. PATIENT
the desease centered approach
DOCTOR or
PHYSICIAN
CURE
PATIENT
DESEASE
OBJECTIVE
ANALYSIS
The medical model, 1971
FROM CURE TO CARE
Frame from Dr. House, 2012
while in the end of 80’s
new balance in the framework
DOCTOR
EXPECTATIONS
CURE
PATIENT
DESEASE
OBJECTIVE
ANALYSIS
SUBJECTIVE
STORYTELLING
The patient model, designed by Daniela Petrillo, 2018
new balance in the framework
DOCTOR
EXPECTATIONS
CURE
PATIENT
DESEASE
OBJECTIVE
ANALYSIS
SUBJECTIVE
STORYTELLING
The patient model, designed by Daniela Petrillo, 2018
CONTEXT &
CONSEQUENCIES
IDEAS, INTERPRETATIONS
& ILLNESS’ FRAME
FEELINGS DESIRES &
EXPECTATIONS
guidelines for a patient centric approach
The Patient’s Journey, 1984
WHERE WE HAVE ALREADY SEEN THIS?
something to talk about
HCD framework, IDEO model
DESIGNER vs. PHYSICIAN
the MAYO CLINIC case study
THE CHAOS
how to change the universal mindset
through a collaborative approach
rethinking the way we use to collaborate
also nurturing the data culture
The budgeting activity is a negotiation: it's not 'we don't think what you're doing is important';
it's 'show us there's an adequate ROI for the money that we're giving you to hire designers.'
Sometimes the results could readily be quantified as the dermatology practice redesign had
resulted in a dramatic increase in the number of patients treated.
In other case someone said ‘I heard what you've done: would it be possible for us to be next?’
We consider it as a measure of the success...that other groups are saying, unprompted, without
marketing, please work with us next.”
Dan O’Neill, PM @ CFI Mayo Clinic - interviewd on yale.edu
towards a growing evolution
towards a growing evolution
Demonstrated knowledge of "Design Thinking" and design research tools and methods.
Must develop and maintain an understanding of major operating systems and overall policies,
procedures and objectives of the institution.
Creative problem solving skills, a curious mind and an enthusiastic work ethic, experience in
design planning and design research methods, a passion for enriching the design process
with meaningful research, comfort with ambiguity and complex problems
with this mission
“to transform the experience
and delivery of health and
healtcare”
DESIGN IN THE DARK:
SINCE 2016
Centro Medico Santagostino case study
NETWORK
ACCESSIBILITY
QUALITY
LOW PRICE
SPEED
USER NEEDS DRIVEN
from design to Design
Philippe Petit - WTC, NYC | 1974
how to be recognized?
DESIGN as a WAY OF THINK
DESIGNER as a ROLE
PROCESS as PROJECT
PROJECT as SYSTEM
from design to Design
how to bring value?
DESIGN as PERCEPTION
DESIGNER as a ANTENNA
PROCESS as PROJECT
PROJECT as EXPERIENCE
Philippe Petit, WTC, NY | 1974
CAN I HAVE
A BLACKBOARD,
PLEASE?
tools - the ABC
Design “office” in the corridor - former HO @ Centro Medico Santagostino | Jan 2017
methods - field research
Centro Medico Santagostino, Piazza Santagostino 1 | Nov 2016
methods - (silent) exploration
The Chief of the technical service meets the suppliers | May 2017 (curtesy of Centro Medico Santagostino)
culture - narrating a story
CEO’s desk | Feb 2017 (curtesy of Centro Medico Santagostino)
culture - narrating a story
screenshot from CMS’ workplace fb platform | “word of the day” post (curtesy of Centro Medico Santagostino)
let’s design be with you
CEO
PATIENT
DELIVERY
IMPLEMEN-
TATION
REDESIGN
IDEA
GENERATION
BRIEF
PRODUCTION
FIELD
RESEARCH
DESIGN
FIELD
TESTING
KEY
REQUIREMENT
EVALUATION
The implementation of generative model with the design competencies @ CMS, model by Daniela Petrillo
Technical competencies Design competencies
KEY REQUIREMENTS
methods and tools definition to build the
process
DESIGN
to define, to filter and finish the prototype
FIELD TEST
user-machine interaction
EVALUATION
how many patients in how many minutes?
santagostino camper - healthcare on the go
IDEA
amplify the brand in new
urban areas
REASON WHY
to cross new possible kind of
patients
WAY
though a light, flesible and
original tool
SCENARIOS
communication and promotio-
nal activities, first level of care
services for free, second level
of healthcare for profit
curtesy of Centro Medico Santagostino
6 months, a big team and a small clinic
TECHNICAL PM
hardware supply and production
OPERATIVE PM
project strategy, recrtuiting and manage-
ment professional resources
NEW CLINICAL OFFER
identify new clinical strategies to deploy
on the field, professional engagement
INSTITUTIONAL REQUIREMENTS
regulatory and functional alignment
SERVICE DESIGN
definiton of clinical experience guidelines
and brand engagement strategy
COMMUNICATION
multichannel promotion strategy
curtesy of Centro Medico Santagostino
and always working on the CMS experience
curtesy of Centro Medico Santagostino
defining the journey we want
PRELIEVI
POLIAMBULATORIO
ODONTOIATRIA
ESPLORAZIONE PRENOTAZIONE REMINDER ARRIVO
IN SEDE
TOTEM SALA D’ATTESA DESK AMBULATORIO SALA D’ATTESA DESK USCITA
?
?
?
CASSA
AUTOMATICA
CICLICHE
MAIL
RECENSIONE
SALA D’ATTESADISDETTA
CRITICITA
IDENTIFICATE
TOUCHPOINTS
$
FAST
CHECK-IN
$
$
SMS
QUESTIONARIO
BISOGNI
DEL PAZIENTE
CORSI
wayfinding
comprendere percorso
previsto
uso intuitivo
comprendere
percorso previsto
(attesa)
info veloce e completa
disponibilità per
domande
facilità d'uso
far vedere tutte
le opportunità
chiarezza
info disdetta
tutte le info
luogo/data
info contatto
prenotazione via
whatsapp complicata
modulo e mail portano a
service center
non tutti ricevono
codice fast-check-in
messaggi diversi
foglio emesso da
HIS/SAP non
contiene tutte le info
messaggi diversi per
Poli e Odonto
arriva da numero
sconosciuto
non sempre codice
fast-check-in
non chiaro al paziente
dove andare per primo
difficoltà di trovare la
funzione desiderata
confusione sul
accettazione
valore del fast-check-in
non percepito
info su biglietto non
viene letta
REFERTO
DISPONIBILE
REFERTO
ONLINE
・ PARENTI/AMICI
・ MEDICI
・ SITO WEB
・ SITI RICERCA
・ SOCIAL MEDIA
・ SEDI CMS
・ CALLCENTER
・ ARTICOLI/MAGAZINE
・ SERVICE CENTER
・ HEALTH COACHES
・ SITO WEB
・ APP
・ SMS ・ SERVICE CENTER
・ HEALTH COACHES
・ SITO WEB
・ APP
・ SEGNALETICA SEDE
・ APP
・ TOTEM
・ SEGNALETICA SEDE
・ FOGLIO
PRENOTAZIONE
・ SMS
・ APP
・ TOTEM
SEGNALETICA SEDE
BIGLIETTO TOTEM
SCHERMO ATTESA
SALA D'ATTESA
・ BIGLIETTO TOTEM
・ SCHERMO ATTESA
・ SALA D'ATTESA
・ SEGNALETICA
CONFERMA
・ SMS ・ SEGNALETICA SEDE
・ SALA D'ATTESA
・ MEDICO
・ INFERMIERA
・ SEGNALETICA SEDE
・ BIGLIETTO TOTEM
・ SCHERMO ATTESA
・ SALA D'ATTESA
ricordarsi della visita
possibilità per disdetta
・ HEALTH COACH
・ CARTA DI CREDITO
・ CONTANTI
・ SEGNALETICA SEDE
・ CASSA
・ CARTA DI CREDITO
・ TESSERA SANITARIA
FATTURA
SEGNALETICA SEDE ・ CASELLA MAIL
・ CONTENUTO MAIL
・ SITO WEB
・ DOSSIER CLINICO
facilità d'uso chiarezza del percorso
instruzioni su come
verrà chiamato
pazienti e/o medici
che vengono al desk
senza chiamata per
domande/info
chiarezza del percorso
instruzioni su come
verrà chiamato
pagamento veloce
possibilità per
eventuali altri
prenotazioni
funzionamento liscio
CONTENUTO SMS
SITO QUESTIONARIO
dati accesso
dossier
chiarezza del percorso
instruzioni su come
verrà chiamato
funzionamento liscio
・ CASELLA MAIL
・ CONTENUTO MAIL
facilità di
compliazione
presa in carico
affollamento in orari
di punta
affollamento in orari
di punta
affollamento in orari
di punta
pazienti e/o medici
che vengono al desk
senza chiamata per
domande/info
presa in carico facilità di
compliazione
defining the journey we want
> >
HOW TO SCALE
THE DESIGN CULTURE
IN HEALTHCARE?
since October 2018
6 HOSPITALS
800 BEDS (MILAN)
7000 EMPLOYEES
13 DESEASE-CENTER
1 H-UNIVERSITY
4 MAIN RESEARCH AREAS
face a new challenge
doing something new
with a new kind of users
ON BOARDING
& WELCOMING
PERFORMANCE
MANAGEMENT
E-LEARNING
& DEVELOPMENT
#engagement #clinicalquality #improvement
in order to improve their way of working
WELFARE POLICY
& BENEFIT
SYSTEM
INTEGRATION FOR HR
#employerbranding #internalprocesses
and the service they provide
DEATH
RATE
ZERO
by Daniela Petrillo
● Anyone can find its own ROI
● It’s rooted in reality
● It brings added value not only related to the problem
resolution
● Your mum doesn’t adopt it
● It’s impossible to scale it if you add a zero
(from 10 to 100)
● It’s cool but it doesn’t dance (lib.cit.)

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Daniela Petrillo - Progettare una salute accessibile: l'eterna lotta tra la regola e il caos

  • 1.
  • 6. THE RULE: THE NATIONAL HEALTHCARE SYSTEM (already known as ssn)
  • 7. defined in Roberto Bettega, Italia vs. Argentina (1978)
  • 8. on 3 principles #equality #equity#universality
  • 9. recently implemented through Clinical Government system that encharges the healthcare orga- nizations to manage their continuous im- provement, high quality standards of assi- stance, the best conditions towards the cli- nical excellence #equality
  • 10. #healthcareagreement LEA - Essential Levels of Assistance most basic level of services that the Na- tional State has to pro- vides for the popula- tion, for free or for money with a low price ticket. recently implemented through #equality #universality
  • 11. #universality#equality Healthcare Agreement triennal agreement between the State and the Regions. It defines the guidelines in terms of quality and kind of care in order to find the most accurate answer to the popu- lation needs’. recently implemented through #equity
  • 13. continuous challenge CHRONICAL DESEASEHIGH AVERAGE AGE 22% 170 grandparents on 100 adolescents 39% 70 women on 100 people #universality#equality #equity fonte dati ISTAT 2017 60 mln
  • 18. #sustainability 2 pillars more for the contemporary era #accessibility #universality#equality #equity
  • 20. the desease centered approach DOCTOR or PHYSICIAN CURE PATIENT DESEASE OBJECTIVE ANALYSIS The medical model, 1971
  • 21. FROM CURE TO CARE Frame from Dr. House, 2012 while in the end of 80’s
  • 22. new balance in the framework DOCTOR EXPECTATIONS CURE PATIENT DESEASE OBJECTIVE ANALYSIS SUBJECTIVE STORYTELLING The patient model, designed by Daniela Petrillo, 2018
  • 23. new balance in the framework DOCTOR EXPECTATIONS CURE PATIENT DESEASE OBJECTIVE ANALYSIS SUBJECTIVE STORYTELLING The patient model, designed by Daniela Petrillo, 2018
  • 24. CONTEXT & CONSEQUENCIES IDEAS, INTERPRETATIONS & ILLNESS’ FRAME FEELINGS DESIRES & EXPECTATIONS guidelines for a patient centric approach The Patient’s Journey, 1984
  • 25. WHERE WE HAVE ALREADY SEEN THIS?
  • 26. something to talk about HCD framework, IDEO model
  • 28. the MAYO CLINIC case study
  • 29. THE CHAOS how to change the universal mindset
  • 31. rethinking the way we use to collaborate
  • 32. also nurturing the data culture The budgeting activity is a negotiation: it's not 'we don't think what you're doing is important'; it's 'show us there's an adequate ROI for the money that we're giving you to hire designers.' Sometimes the results could readily be quantified as the dermatology practice redesign had resulted in a dramatic increase in the number of patients treated. In other case someone said ‘I heard what you've done: would it be possible for us to be next?’ We consider it as a measure of the success...that other groups are saying, unprompted, without marketing, please work with us next.” Dan O’Neill, PM @ CFI Mayo Clinic - interviewd on yale.edu
  • 33. towards a growing evolution
  • 34. towards a growing evolution Demonstrated knowledge of "Design Thinking" and design research tools and methods. Must develop and maintain an understanding of major operating systems and overall policies, procedures and objectives of the institution. Creative problem solving skills, a curious mind and an enthusiastic work ethic, experience in design planning and design research methods, a passion for enriching the design process with meaningful research, comfort with ambiguity and complex problems
  • 35. with this mission “to transform the experience and delivery of health and healtcare”
  • 36. DESIGN IN THE DARK: SINCE 2016
  • 37. Centro Medico Santagostino case study NETWORK ACCESSIBILITY QUALITY LOW PRICE SPEED USER NEEDS DRIVEN
  • 38. from design to Design Philippe Petit - WTC, NYC | 1974 how to be recognized? DESIGN as a WAY OF THINK DESIGNER as a ROLE PROCESS as PROJECT PROJECT as SYSTEM
  • 39. from design to Design how to bring value? DESIGN as PERCEPTION DESIGNER as a ANTENNA PROCESS as PROJECT PROJECT as EXPERIENCE Philippe Petit, WTC, NY | 1974
  • 40. CAN I HAVE A BLACKBOARD, PLEASE?
  • 41. tools - the ABC Design “office” in the corridor - former HO @ Centro Medico Santagostino | Jan 2017
  • 42. methods - field research Centro Medico Santagostino, Piazza Santagostino 1 | Nov 2016
  • 43. methods - (silent) exploration The Chief of the technical service meets the suppliers | May 2017 (curtesy of Centro Medico Santagostino)
  • 44. culture - narrating a story CEO’s desk | Feb 2017 (curtesy of Centro Medico Santagostino)
  • 45. culture - narrating a story screenshot from CMS’ workplace fb platform | “word of the day” post (curtesy of Centro Medico Santagostino)
  • 46. let’s design be with you CEO PATIENT DELIVERY IMPLEMEN- TATION REDESIGN IDEA GENERATION BRIEF PRODUCTION FIELD RESEARCH DESIGN FIELD TESTING KEY REQUIREMENT EVALUATION The implementation of generative model with the design competencies @ CMS, model by Daniela Petrillo Technical competencies Design competencies KEY REQUIREMENTS methods and tools definition to build the process DESIGN to define, to filter and finish the prototype FIELD TEST user-machine interaction EVALUATION how many patients in how many minutes?
  • 47. santagostino camper - healthcare on the go IDEA amplify the brand in new urban areas REASON WHY to cross new possible kind of patients WAY though a light, flesible and original tool SCENARIOS communication and promotio- nal activities, first level of care services for free, second level of healthcare for profit curtesy of Centro Medico Santagostino
  • 48. 6 months, a big team and a small clinic TECHNICAL PM hardware supply and production OPERATIVE PM project strategy, recrtuiting and manage- ment professional resources NEW CLINICAL OFFER identify new clinical strategies to deploy on the field, professional engagement INSTITUTIONAL REQUIREMENTS regulatory and functional alignment SERVICE DESIGN definiton of clinical experience guidelines and brand engagement strategy COMMUNICATION multichannel promotion strategy curtesy of Centro Medico Santagostino
  • 49. and always working on the CMS experience curtesy of Centro Medico Santagostino
  • 50. defining the journey we want PRELIEVI POLIAMBULATORIO ODONTOIATRIA ESPLORAZIONE PRENOTAZIONE REMINDER ARRIVO IN SEDE TOTEM SALA D’ATTESA DESK AMBULATORIO SALA D’ATTESA DESK USCITA ? ? ? CASSA AUTOMATICA CICLICHE MAIL RECENSIONE SALA D’ATTESADISDETTA CRITICITA IDENTIFICATE TOUCHPOINTS $ FAST CHECK-IN $ $ SMS QUESTIONARIO BISOGNI DEL PAZIENTE CORSI wayfinding comprendere percorso previsto uso intuitivo comprendere percorso previsto (attesa) info veloce e completa disponibilità per domande facilità d'uso far vedere tutte le opportunità chiarezza info disdetta tutte le info luogo/data info contatto prenotazione via whatsapp complicata modulo e mail portano a service center non tutti ricevono codice fast-check-in messaggi diversi foglio emesso da HIS/SAP non contiene tutte le info messaggi diversi per Poli e Odonto arriva da numero sconosciuto non sempre codice fast-check-in non chiaro al paziente dove andare per primo difficoltà di trovare la funzione desiderata confusione sul accettazione valore del fast-check-in non percepito info su biglietto non viene letta REFERTO DISPONIBILE REFERTO ONLINE ・ PARENTI/AMICI ・ MEDICI ・ SITO WEB ・ SITI RICERCA ・ SOCIAL MEDIA ・ SEDI CMS ・ CALLCENTER ・ ARTICOLI/MAGAZINE ・ SERVICE CENTER ・ HEALTH COACHES ・ SITO WEB ・ APP ・ SMS ・ SERVICE CENTER ・ HEALTH COACHES ・ SITO WEB ・ APP ・ SEGNALETICA SEDE ・ APP ・ TOTEM ・ SEGNALETICA SEDE ・ FOGLIO PRENOTAZIONE ・ SMS ・ APP ・ TOTEM SEGNALETICA SEDE BIGLIETTO TOTEM SCHERMO ATTESA SALA D'ATTESA ・ BIGLIETTO TOTEM ・ SCHERMO ATTESA ・ SALA D'ATTESA ・ SEGNALETICA CONFERMA ・ SMS ・ SEGNALETICA SEDE ・ SALA D'ATTESA ・ MEDICO ・ INFERMIERA ・ SEGNALETICA SEDE ・ BIGLIETTO TOTEM ・ SCHERMO ATTESA ・ SALA D'ATTESA ricordarsi della visita possibilità per disdetta ・ HEALTH COACH ・ CARTA DI CREDITO ・ CONTANTI ・ SEGNALETICA SEDE ・ CASSA ・ CARTA DI CREDITO ・ TESSERA SANITARIA FATTURA SEGNALETICA SEDE ・ CASELLA MAIL ・ CONTENUTO MAIL ・ SITO WEB ・ DOSSIER CLINICO facilità d'uso chiarezza del percorso instruzioni su come verrà chiamato pazienti e/o medici che vengono al desk senza chiamata per domande/info chiarezza del percorso instruzioni su come verrà chiamato pagamento veloce possibilità per eventuali altri prenotazioni funzionamento liscio CONTENUTO SMS SITO QUESTIONARIO dati accesso dossier chiarezza del percorso instruzioni su come verrà chiamato funzionamento liscio ・ CASELLA MAIL ・ CONTENUTO MAIL facilità di compliazione presa in carico affollamento in orari di punta affollamento in orari di punta affollamento in orari di punta pazienti e/o medici che vengono al desk senza chiamata per domande/info presa in carico facilità di compliazione
  • 51. defining the journey we want > >
  • 52. HOW TO SCALE THE DESIGN CULTURE IN HEALTHCARE?
  • 54. 6 HOSPITALS 800 BEDS (MILAN) 7000 EMPLOYEES 13 DESEASE-CENTER 1 H-UNIVERSITY 4 MAIN RESEARCH AREAS face a new challenge
  • 56. with a new kind of users ON BOARDING & WELCOMING PERFORMANCE MANAGEMENT E-LEARNING & DEVELOPMENT #engagement #clinicalquality #improvement
  • 57. in order to improve their way of working WELFARE POLICY & BENEFIT SYSTEM INTEGRATION FOR HR #employerbranding #internalprocesses
  • 58. and the service they provide DEATH RATE ZERO
  • 60. ● Anyone can find its own ROI ● It’s rooted in reality ● It brings added value not only related to the problem resolution
  • 61. ● Your mum doesn’t adopt it ● It’s impossible to scale it if you add a zero (from 10 to 100) ● It’s cool but it doesn’t dance (lib.cit.)