Nhs Innov Expo Channel Shift Final
- 1. Channel shift inhealth Presentation to NHS Innovation Expo, March 2011 @ClareMcKitrick
- 2. In a worldwhere… Technology Markets are And users are is changing changing changing faster faster than faster than than the people markets organisations who run those organisations ...what does channel shift mean?
- 3. Clientsus, Clients For helping these orgs… Commercial Radio Organisatio n Retailer
- 4. …address these questions Customer insight – Customer engagement – Multi-channel – who will interact with how do I reach & connect how do I make my services & how? with the right people in the it look & feel right mix of channels? integrated from front to back? Emerging Technology – what channels – do we need to do should I / to support our how should future work? Innovation & I leverage prototyping – how mobile and do I quickly prove TV? my concepts?
- 5.
- 6. Some of whatwe hear in NHS But the ‘customers’ of the NHS are old and poor – they only use How can we afford to F2F services, don’t they? invest in channel shift? Is the case What about Can you show me the for channel security, clinical results of your randomised shift and and information control trials? efficiency in governance? health proven?
- 7. NHS less readythan others… 10 B2B 9 8 Travel & Leisure 7 Retail 6 Telecom 5 4 Media 3 Health 2 1 Public Sector 0 Strategy Vision and People Innovation Customer leadership capability Journey
- 8. Key areas ofweakness: Ensuring service design is responsive to user feedback Ability to accurately measure business benefits Unclear ownership of channel strategy in health Measuring success across the whole of the customer journey Image by selena marie at flickr.com
- 9. …but some goodsteps Surgery decision aids: 1: less intensive clinical interaction booklets to online Initial triage: nurse to 2: replace with non-clinical interaction health advisor Outpatient check-ins: 3: less intensive administrative process F2F to kiosk Image by hlkljgk at flickr.com
- 10. @ClareMcKitrick uk.linkedin.com/in/claremckitrick P 020 3128 8311 W www.betransformative.com
Editor's Notes
- #4 We support organisations like Argos to move from selling products by paper catalogue and stores to selling online and through apps. In health, we’ve helped NHS Direct double the number of patients assessing their symptoms online and have made that process join up with the telephone service, so that a patient journey started online can be picked up by a nurse in the contact centre for further assessment.RetailTelecomLeisure MediaB2BPublic sector
- #5 For most organisations we work with, it means thinking about these questions, and what they mean for service design and delivery across industries from retail to logistics, from telecoms to education. Innovation & prototyping: Argos same day deliveryCustomer insight: Electro Components – discovered a new segment of customer they hadn’t previously addressedEmerging channels: mobile assessment with NHS DirectCustomer engagement: Zopa, social lending service – how to stop people dropping out of the application process
- #6 These were the sorts of questions posed by MLF & her advisory team in reviewing the Government’s work and progress towards channel shift in last year’s review of Directgov and Government digital work…
- #7 But in health, the questions we often hear are those like the above …However, they’re often used as excuses, or new services are given hurdles to jump that are overcome in traditional services (sexual health postcard alert service example vs text)
- #8 Every year we undertake an assessment of channel shift readiness for our major clients. This year we interviewed 38 public and private sector organisations about how well they were exploiting the opportunity to make savings, or drive growth, through channel shift. Summary of key industry breakdown can be seen above.Among our findings are:Risk: Attitudes to risk differed across sectors: 74% of private sector respondents stated they are comfortable taking risks outside traditional areas, especially if other organisations have already made developments, only 41% of public sector stated the same.Investment: Even against a backdrop of economic uncertainty there is a belief in the private sector that a continued emphasis on digital channels will deliver business growth and benefits return. In the public sector, there is a real risk that in the wake of the government’s spending review, unless the ‘invest to save’ argument is well made, departments and other public bodies may fail to exploit new technologies and focus instead on short term cost reduction programmes.Customer journey: Organisations often aspire to deliver a seamless customer journey but operational plans often fail to deliver this a weakness for both sectors with 59% of the private sector reporting that there was just a little or no real end-to-end view of the actual customer experience; in the public sector this was 80%.
- #9 Image by selena marie at flickr.comResponsive to feedback: redesign of the Patient Opinion site makes this stark – 28,000 stories shared by patients, and 90 changes in the NHS as a resultMeasurement of business benefits: specifically who gets to claim the saving, and where does it actually goOwnership of channel strategy: Is it DH/CfH, will it be GP consortia?Success across the customer journey: with so many potential providers across a journey, who is responsible for collecting the data that allows you to measure success?
- #10 Image by hlkljgk at flickr.comHowever, there are bright spots of innovation – some examples here of types of potential channel shift in health which Nick will be talking through, and we can see there is progress. NHS IIITriage – NHS DirectOutpatient check-ins by kiosk: The Mid Yorkshire Hospitals NHS Trust and Intouch have developed an outpatient flow management system that calls patients by name when their clinic is ready for them. The system went live at Pontefract Hospital in January 2010 and over 90% of patients now check-in at kiosks.