This document outlines a roadmap for improving healthcare customer experience. It recommends first defining customer experience, understanding the current state, and developing a comprehensive experience strategy aligned with the organization's brand. It then recommends operationalizing the strategy through six experience disciplines: strategy, understanding customers, design, governance, measurement, and culture. The goal is to systematically improve experiences and differentiate through rigorous application of the disciplines to change core business processes.

1. Delivering on New Healthcare
Experience Expectations
Customer Experience Transformation Roadmap
LimeLight Ideas
Building life-long customers through customer experience transformations

2. Overview
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 The Age of the Customer
 Shaping the Experience
 The Experience Roadmap (Recommendations)
 Recap

3. The New Reality: The Age of the Customer
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EXPERIENCE
ECONOMY

4. In the Age of the Customer, Healthcare Experiences Are
Compared to Experiences of Leading Brands
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 Today’s Patients and their Families are comparing their healthcare experiences – providers, hospitals and
insurance – with leading brands
Member-obsessed.
Customer service.
Easy to use.
Makes technology fun.
Design and function.
Wide selection. Prices fit
budget. Easy interactions.
Quick resolutions. Customer
service
Powered by service.
“Wow” customer service.
Quick resolutions.
Relationship-based, individuals, local. Customer
feel valued. Easy access to their advisor and/or
CSRs for investment questions. Known for easy
onboarding and attention.
Easy to open accounts, get to
customer service. Quick resolutions.
Easy sign up process. Good
customer service
Easy to reach a live person.
CSR have authority; quick
resolutions. CSR availability.
Easy signup.

5. LimeLight Ideas
Building life-long customers through customer experience transformations
Shaping the
EXPERIENCE

6. 1. Common Definition of Experience
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 In order to make improving the Experience a reality an organization must first align around a single, clear
definition of what Experience is.
Gallup
Experience is about engaging
patients. Engaged healthcare is
better healthcare for everyone.
Beryl Institute
the sum of all interactions, shaped
by an organization’s culture, that
influence patient perceptions,
across the continuum of care
Forrester and Temkin
How customers perceive
their interactions with your
organization
BMC Health Services Research
patients' self-reports of their experience of
inpatient care, including staff-patient
interactions, information provision,
involvement in decisions and support for self-
care and overall ratings of care.
Deloitte
the quality and value of all of the
interactions—direct and indirect,
clinical and non-clinical—
spanning the entire duration of the
patient/provider relationship
Integrated Loyalty Systems
The patient’s cumulative evaluation of the
journey they have with you, starting when
they first need you and based on their clinical
and emotional interactions, which are shaped
by your people, your processes and your
physical setting, and shaped by their
expectations of you.
Patrick Ryan,
CEO of Press Ganey
Reducing suffering and reducing anxiety across
the entire continuum of care, from the first
phone call to discharge.

7. 2. Understand Where You Are On the Journey
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 Success in the age of the customer requires the
ability to design, implement and manage
experiences in a disciplined way.
 Organizations can build this capability by following
a four-phased path: Repair, Elevate, Optimize and
Differentiate.
 Each phase requires employees to adopt new,
increasingly sophisticated experience
management practices that fix what’s broken and
prevent future problems.

8. 2. Repair Phase: Getting Good at Find & Fix
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 In the Repair Phase, the focus is on adopting practices that enable you to find broken experiences, fix them,
and measure the results.
 This approach builds expertise and establishes our credibility for efforts.

9. 2. Repair Phase - Getting Good at Find & Fix:
Best Practices and Opportunities
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Best Practice Current Activities Opportunity
Collect operational data about customer
interactions (e.g., time to resolve a
complaint, grievance; web pages viewed,
errors encountered).
▪ Collect PXR ops data: Case Capture Rate;
CloseTime, 7-day Reg Compliance; 30-day
Policy Compliance; Grievances by Area and
Category
▪ Develop multichannel Operations Insight program for holistic
understanding of broken experiences.
▪ Develop Find&Fix Program by leverage Lead Quality Committee,
PXR reporting. Identify top broken experiences (types) by Unit and
Category. Lead/facilitate root cause fixes with appropriate Units,
Dept. Measure.
▪ Develop external Experience metric, measurement strategy.
Collect unsolicited feedback from
customers about their experiences with the
organization (e.g., by mining calls, emails,
or social media posts).
▪ Patient Complaints, Grievance ▪ Develop comprehensive multi-channel VOC program; combining
mined, Advisory Boards, Surveys and Operational insights. Gather
and analyze insights for experience enhancements, innovations.
Solicit qualitative feedback from customers
about their experiences with the
organization (e.g., through surveys,
interviews, or usability studies).
▪ External Surveys (ex HCAHPS)
▪ Internal Truthpoint Surveys
▪ Patient Complaints, Grievances reporting
▪ Shining Star compliment cards
▪ Various Advisory Boards
▪ Dr/Nurse Communication Pilot – text field
▪ Develop comprehensive multi-channel VOC program; combining
mined, Advisory Boards, Surveys and Operational insights. Gather
and analyze insights for experience enhancements, innovations.
Measure how customers perceive their
interactions with the company (e.g.,
satisfaction with a specific experience,
overall satisfaction).
▪ External Surveys (ex HCAHPS) ▪ Identify and map key current experience journeys. Map VOC
program insights to current state.
▪ Develop and launch Design Guiding Principles.

10. 2. Repair Phase - Getting Good at Find & Fix:
Best Practices and Opportunities
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Best Practice Current Activities Opportunity
Calculate measures of experience
quality overall and by key customer
groups, customer journeys, or quality
attributes (e.g., friendliness,
responsiveness).
▪ Regulatory requirements
(responsiveness)
▪ Identify key customer groups (Personas from new Ambulatory
Clinic?)
▪ Adopt Experience definition. Develop and launch comprehensive
strategy.
▪ Establish Effort and Responsive metrics based on Customer
feedback.
Review experience metrics and project
status regularly to monitor progress.
▪ Lead Quality Committee Review
▪ Quality & Patient Experience
Committee
▪ Quarterly Performance Dashboard
▪ Dr/Nurse Communication Pilot
monitoring
▪ Enhance Lead Quality metrics by adding external metrics (Effort,
Responsiveness., etc.)
▪ Enhance Quality & PX Experience Committee metrics by adding
external metrics (Effort, Responsiveness)
Maintain a dedicated queue of current
and proposed experience improvement
projects.
▪ Find&Fix program serves as project queue.
Facilitate coordination across groups
that share responsibility for a given
experience.
▪ Lead, facilitate Find&Fix Program root cause improvements.
Measure.

11. 3. Develop a Comprehensive Experience Strategy
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 The experience strategy must connect to the organization’s Brand Strategy (“North Star”).

12. 3. What is an Experience Strategy?
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 An experience strategy is the game plan that spells out the type of experience we intend to deliver.
 The Experience Strategy must:
 Vividly describe the intended experience
 Direct key activities and processes
 Allocate resources
The No Cancellation Airline.
Fanatical Support: Responsiveness,
Ownership, Resourcefulness, Expertise
and TransparencyIntuitive, Spirited, Personal.
• We will provide fast, easy access
to credit for purchases
• We will build long-term
relationships through trustTrust. Cared For. Pleased.

13. 3. Comprehensive Experience Strategy
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EXPERIENCE Strategy
delivers on the Brand
Strategy and defines the
Intended Experience
CULTURE
Recruit, hire, train and
communicate anchored
in experience strategy
UNDERSTANDING
Understand the
experience and
goals
DESIGN
Design and test to
ensure we support and
deliver on the brand
GOVERNANCE
Organize and ensure processes,
policies and initiatives align to the
experience strategy
MEASUREMENT
Measure and monitor to
the experience strategy
A clear “North Star”,
Brand Strategy

14. 4. Operationalize the Experience Strategy
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 Experience differentiation requires a rigorous approach
and structure to each of the Six Experience Disciplines.
Organizations that commit to a
systematic approach – applying
all six disciplines
to change core business
processes – are able to improve
their experience performance
faster
and seamlessly. Manage the experience in
a proactive and
systematic way. Assigns
responsibilities for
changing business
processes.
GOVERNANCE
Quantify the experience
quality consistently
across the enterprise,
give actionable insights
to employees and
partners.
MEASUREMENT
Consistent, shared
understanding of our
customers, their perception
of interactions with the
brand – real, actionable
insights
UNDERSTANDING
An experience strategy that
aligns with the business
strategy and brand
attributes. Becomes the
decision-making guide
across the organization
STRATEGY
Envision and implement
interactions to meet/exceed
needs – includes people,
products, interfaces, services
and spaces across multiple
touch-points.
DESIGN
A system of shared values
and behaviors. Focuses
employees on delivering a
great customer experience.
Falls into three categories:
hiring, socialization and
rewards.
CULTURE
Source: Forrester The State Of Customer Experience Management 2013

15. LimeLight Ideas
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The
EXPERIENCE
ROADMAP

16. FIRST – Adopt an Experience Definition
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RECOMMENDATION
The sum of all interactions, shaped by an organization’s culture,
that influences patient perceptions, across the continuum of care

17. SECOND – Develop an Experience Strategy
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EXPERIENCE Strategy
delivers on the Brand
Strategy and defines the
Intended Experience
CULTURE
Recruit, hire, train and
communicate anchored
in experience strategy
UNDERSTANDING
Understand the
experience and goals
DESIGN
Design and test to
ensure we support and
deliver on the brand
GOVERNANCE
Organize and ensure processes,
policies and initiatives align to the
experience strategy
MEASUREMENT
Measure and monitor to
the experience strategy
A clear “North Star”,
Brand Strategy
Simple
Connected
Caring
RECOMMENDATION

18. Develop a Set of Experience Strategy Design Principles
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In order to accelerate the Experience Journey, we need to define the intended experience and
provide sufficient guidance for employee activities and decision-making to bring about that
intended experience.
Driving a healthier future
EXPERIENCE
STRATEGY
DESIGN
PRINCIPLES
• Clear
• Consistent
• Relevant
• Effortless
• Transparent
• Listen
• Partner
• Seamless
• Compassion
• Support
• Responsive
• Honest
BRAND STRATEGY
SIMPLE CONNECTED CARING

19. Experience Strategy Design Guidelines
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The Experience Strategy is further defined through Design Guidelines that guide in fixing and
repairing broken experiences and in designing new interactions across the entire continuum of
care (ecosystem) – journey and touchpoints.
SIMPLE CONNECTED CARING
• Clear. Communicate with me in a way I
can understand.
• Consistent. Be dependable and reliable.
Do what you say. Tell me the same ONE
message.
• Relevant. Give me the most important
information and tailor it to my
preferences.
• Effortless. Make things easy and
uncomplicated for me. Don’t’ make me
“work”.
• Transparent. No surprises. Ever.
• Listen. Understand my concerns and
needs and be my advocate.
• Partner. Involve me in decisions and
always have my best interests in mind.
• Seamless. Make things work behind the
scenes for me.
• Compassion. Understand what I’m going
through. Be kind, gentle and show
concern.
• Support. Give me tools, information and
resources to support and help me in my
health. Be on my side.
• Responsive. Be proactive, timely and
thorough. Follow up with me. Keep me
in the loop, always.
• Honest. Always be straightforward with
me.

20. THIRD – Operationalize the Experience Strategy
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▪ Apply measurements that align
with our Experience Strategy
▪ Inventory all feedback, survey
initiatives for go/no-go
opportunities
▪ Measure results and refine
Repair systems
▪ Build Experience focus into
hiring, training, rewards, and
recognition
▪ Apply proactive practices in
Experience governance
▪ Launch sustained Experience
communications and
socialization program
▪ Align customer and employee
Experience
▪ Model Experience and financial
returns and apply in decisions
▪ Include Experience impact in
investment decisions
▪ Integrate Experience design
▪ Tie all roles to Experience
▪ Drive and integrate Experience innovation
▪ Align process and architecture with
Experience goals
0-12 Months
PHASE 1
24+ Months+
PHASE 3
12-24 Months
PHASE 2
Stand up dedicated Governance
operation
Unify Repair
Prepare to Elevate
Systematize Repair
and Start to Elevate
Optimize and Differentiate
▪ Operationalize Design
Principles though tools and
processes (ex Design Toolkit,
Design Reviews)
▪ Launch Fix and Repair program.
Begin executing on Repair Fixes.

21. LimeLight Ideas
Building life-long customers through customer experience transformations
RECAP

22. Recap
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 Shaping the Experience
1. Adopt a common definition of Experience
2. Understand where you are on the journey – Repair Phase?
3. Develop a comprehensive Experience Strategy
4. Operationalize the Experience Strategy
 Experience Roadmap
1. Adopt a common definition of Experience
2. Adopt an Experience Definition - The sum of all interactions, shaped by an organization’s culture, that influences patient
perceptions, across the continuum of care
3. Develop an Experience Strategy - Simple. Connected. Caring.
4. Operationalize the Experience Strategy
Phase 1 – 0-12 months: Unify Repair. Prepare to Elevate
Phase 2 – 12-24 months: Systematize Repair and Start to Elevate.
Phase 3 – 24+ months: Optimize and Differentiate

23. Delivering on New Healthcare
Experience Expectations
Customer Experience Transformation Roadmap
LimeLight Ideas
Building life-long customers through customer experience transformations