dream book imagining an evolved model for design & innovation … · 2020-07-01 · dream book...

Imagining an Evolved Model for Design & Innovation in Global Health

Dream Book

2

We are FjordIntroduction

2

Dreaming big together

“I truly believe that the collective input and

insight you contribute will help us map a way

forward that accelerates the pace of

innovation and impact at PATH.

What we have been hearing from partners,

donors, and you affirms my hypothesis that

the PATH Living Labs is needed especially

during this time with COVID-19.”

Brian TaliesinLiving Labs Director

3

Contents

Dream book contents

02 DiscoverThe current state

external and internal

landscape, and our

framing of the

problem based on

the landscape

insights discovered.

01 FocusContext on the

dream, the team,

and our journey

during the four-day

virtual workshop to

imagine the future of

PATH Living Labs.

03 Envision Big ideas for the

future state of PATH

Living Labs, and the

proposed future

outline and model

for three prioritized

dreams.

04 DefineProposed minimum

lovable product and

future stages, taking

into account

feedback received

from partners and

leadership.

This book summarizes a four-day virtual workshop to evolve design and

innovation at PATH through the Living Labs, made possible by the generous

contributions of people who attended Boxworks’19.

05 Path ForwardImplications of our

workshop to an

evolved model and

roadmap for PATH

Living Labs, as well

as key next steps in

the IDEA journeyTM.

Chapter 01

Context on the dream, the team, and our journey during the four-day virtual workshop to imagine the future of PATH Living Labs.

Focus

4

5

We are FjordFocus

5

PATH possesses deep subject

knowledge and leading experience

in design for development.

However, internal abilities and

expertise reside in pockets in the

organization, and there is no yet-

established mechanism for

country offices and program

teams to systematically and easily

embed design thinking and

continuous user input as part of

their projects and service

innovation.

Given the need and potential for

greater health impact, PATH seeks

to imagine an evolved model for

design and innovation at PATH

through the Living Labs team.

Living Labs was catalyzed from a

foundational grant by the Bill &

Melinda Gates Foundation,

focused on human-centred design

(HCD) for immunizations. Interest

has continued to grow, but since

the initial grant, Living Labs has

lacked a sustainable model to

expand their offering. The Living

Labs team started their journey by

asking:

How might we build a sustainable, internal design team fit for longevity and adaptability by embedding Living Labs across PATH programs and directly engaging external partners?

19 participants from 10 countries convened to imagine a sustainable future

Ideate

On Day 2, we used co-creation techniques to ideate and prioritize differentiated concepts for the future of PATH Living Labs based on their desirability to donors and partners. Then, we used storytelling techniques to bring the idea to life from the perspective of an end user.

The original plan was to meet in Nairobi in a traditional workshop

setting. Due to COVID-19 and the need for social distancing, we

moved our workshop to a virtual approach, leveraging Zoom for

audio/video, and Mural for online whiteboarding. By working

virtually, we were able to expand our participant reach!

Going Virtual!

Focus

6

Discover

First, we immersed ourselves in the external and internal ecosystem by clustering findings from stakeholder interviews and prioritizing areas of need. We then narrowed the problem space based on the needs that we discovered.

7

We are Fjord

Over 4 half-dayswe discovered, envisioned, and defined our dream for the future

Envision

Then, we used co-creation techniques to ideate differentiated concepts for the future. We used storytelling techniques to bring the idea to life from the perspective of an end user. We tested our assumptions with internal and external partners, and refined our ideal future state.

Focus

Define

Finally, we then defined the future feasibility and viability of each idea, culminating in a pitch. We presented our pitches to leadership and with their feedback in mind, charted a roadmap for each of our ideas and an initial North Star for the Living Labs.

8

We are FjordFocus

PRE-WORKSHOPChallenge Deciding on a design challenge for the Living Labs

DAY 1Stakeholder NeedsClustering internal and external stakeholder research findings, drawing themes and prioritizing areas of need

DAY 1External LandscapeSharing of landscape research on trends and competitors in design for health

DAY 1Framing the ProblemReframing the problem statement based on partner needs and landscape trends discovered

DAY 2Rapid IdeationRefining problem statements and generating many early-stage ideas addressing this problem

DAY 2Concept DevelopmentDeveloping the future state outline for 6 ideas, told from the perspective of the end user

DAY 2Stakeholder TestingIdentifying assumptions and gathering feedback from internal and external partners

DAY 3Concept RefinementPrioritizing three concepts and refining based on feedback from partners and country representatives

DAY 4PitchingPresenting our ideas to leadership to gather their feedback on shaping the future

DAY 4VisioningPresenting our ideas to leadership to gather their feedback on shaping the future of PATH Living Labs

DAY 4RoadmappingDefining a roadmap to take ideas forward, from a minimum lovable product to

POST-WORKSHOPDream BookSummarizing our journey in a dream book for further socialization

DAY 3Business ModellingDesigning a lean canvas for each idea, assessing the feasibility and viability of each

DAY 4ReflectionReflecting on key learnings and next steps

DAY 1Welcome & Warm-UpIntroducing the workshop and our ambitions; doing an Icebreaker

8

Our journey

9

Chapter 02

DiscoverThe relevant external and internal landscape, and our framing of the problem based on insights from this landscape.

Discover

10

Stakeholder researchPrior to our workshop, PATH conducted 17 interviews to understand the unique vantage points of key external and internal stakeholders.

Goals

We wanted to understand the desires and pain points of our external partners and internal teams around human-centred design for global health impact. By empathizing with these stakeholders’ needs, distinct opportunity areas emerged.

Interviewees

• 10 internal interviews

• 7 external interviews

• 11 females

• 9 males

• 3 continents

We uncovered 65+ key findings from stakeholder research…

Discover

11

12

…and clustered these findings to identify key themes.

Discover

Discover

13

External stakeholders

Private Sector/Manufacturers

Desires

• Rapid community feedback• Understanding of the local context and

market opportunity• Ministry of Health (MOH) and national-level

stakeholder engagement

Pain Points

• Lack of in-country capacity• Slow pace of progress• Limitations in proving system impact and

cost reductions

“The local perspective is so important. [You can] move faster and get deeper insight. Those of us that weren’t local may not even know what to ask.”

Donors/Funders

Desires

• Demonstrating the value of HCD• Local capacity & self-reliance• Complementing design with other skillsets• Deep understanding of the problem

Pain Points

• Late integration of design in budgets and workplans

• Lack of comfort in HCD process• Limited cross-sharing of insights• Challenges connecting ideas to impact

“Overall, I think there are still many questions about the use and value-add of design that we need to tackle.”

HCD Partners

Desires

• Building relationships with healthcare workers and clinicians

• Prototype well and quickly in-country• Adapt to future health challenges

Pain Points

• Lack of in-country capacity• Limited feedback loops and replication

processes with partners• Limited engagement in implementation

“The future of this work has to sit near the ground… people with lived experiences are designing for those with lived experiences.”

PATH Living Labs conducted interviews with private sector manufacturers, donors/funders, and HCD partners.

Discover

14

Internal stakeholders

PATH Research Affairs

Desires

• Follow in-country rules and regulations• Standardization of approval processes• Sensitization and early buy-in around new

ways of working

Pain Points

• Slow approval process• Risk in not going through all the checks and

balances

“Being quick and nimble while also protecting human subjects can be congruous but is not necessarily at odds.”

PATH Living Labs conducted interviews with PATH’s Research Affairs team, Health/Technical leads, and Country Offices.

PATH Health/Technical Leads

Desires

• Cheaper & faster model of product development to pitch to donors

• One common language across PATH• In-country capacity and product

development shops

Pain Points

• Local partners don’t understand HCD• Considerable funding required for product

development process• Lack of tangible materials and sharing of

success stories between teams

“I’d like to see functional areas within PATH working better together... We need to pull in the right people from the right teams at the right time.”

PATH Country Offices

Desires

• Greater awareness of digital health solutions and innovations like 3D printing

• MOH engagement• Increased focus on health worker insights

Pain Points

• Language barriers in ways of working• Limited understanding of HCD• Health system barriers (e.g. transport) • Funding constraints

“What we have tried has reached its limits – we need to think outside the box, think about noble ideas and try something different.”

Discover

15

Gain national-

level credibility

and buy-in

Communicate and

validate external

impact

Establish a strong

prototyping and

iteration approach

Deeply understand

the problem and

local context

Build our local

teams

Comply with

regulatory group,

e.g. IRB*

Integrate design

early in budgeting

and planning

Create in-country

agility and

networks

Develop and

manage local

relationships

Prioritizing needsWe prioritized the themes identified by their level of importance internally and externally.

*IRB – Institutional Review Board

Needs

Wants

Nice to Have’s

Build local

capacity external

to PATH

Enable rapid ways

of working

Enable cross-team,

cross-geography

collaboration

Establish and

develop critical

design skillsets

Achieve learning

& collaboration

across groups

Secure sustainable

funding

Prove the value of

human-centred

design

Develop attractive

models to achieve

value for money

Lead with digital

health

Reimagine solutions

based on future

health challenges

Share out and

disseminate

learnings

Discover

16

External landscapePATH conducted external landscape research to start answering the questions –who are our competitors? how are they differentiated?

• Size of logo indicates how “well known” the firm is in human-centered design for global and/or if referenced during the interviews• Emerging = < 5 years old• Impact = an art and not a science!

Lo

w i

mp

ac

tH

igh

im

pa

ct

Emerging Established

Competitor Landscape

Relevant Trends in HCD

• Increasing demand for HCD from donors

• Design has moved into more strategic spaces in global health

• Increasing number of partner in-house HCD groups

• HCD is both a gap and an opportunity with traditional players such as academics

• Growing number of HCD agenciesin the industry

Discover

17

How might we…

Establish

instantaneous

feedback from users

in the local context?

How might we…

How might we...

Rapidly establish agile

partnerships?

How might we…

Leverage PATH

relationships to drive

demand and improve

outcomes?

Develop a

differentiated, PATH-

specific approach to

our work in the global

health space?

How might we…

Move rapidly in a

compliance-heavy

environment?

How might we…

Create local capacity

that builds itself?

How might we…

How might we…

Instill a culture of

HCD with the MOH to

influence policy and

drive demand for LL?

How might we…

Inspire a commitment

to disruption and

innovation?

Make our local

partners our

advocates?

How might we…

Have the rigor of RCT

with HCD?

How might we…

Create a local

network fit for speed

and agility?

*Size reflects number of votes received

How might we…

Create linkages

between HQ and

country teams?

With the identified needs in mind and research on the external landscape shared, we developed and selected a variety of framed and reframed challenge statements.

Framing the problem

18

Chapter 03

EnvisionBig ideas for the future state of PATH Living Labs, and the proposed future outline and model for three prioritized dreams.

We generated 75+ ideas addressing the reframed challenge statements.

Envision

1919

Envision

20

#1 Rapid Insights Generator

A one stop shop for donors and partners to

rapidly get answers to their research

questions. Through a mobile application

with an integrated verification process,

PATH field agents are able to quickly field

partner requests and survey a group of

local users who fit the donor or partner’s

need. Over time, a database of user

insights is created and PATH is able to

monetize this data.

#2 Collaboration Network

A collaboration model and digital tool that

matches PATH’s ecosystem of qualified

expertise around the globe to projects. The

model allows Living Labs to rapidly and

seamlessly engage partners in PATH’s

global network and catalyze their expertise

to complement LL’s design work and fuel a

multi-disciplinary approach to problem

solving.

#3 PD/LL Bridge

An integrated human-centred design and

engineering service to help donors and

partners bring locally-relevant, tested

technology solutions to the market. PATH

builds a bridge between its product

development and design teams to capture

health worker feedback, design and iterate

a prototype, pressure test it with national-

level stakeholders, and introduce the

widget into the local context.

#4 PICK

Powering Innovation Through Common

Knowledge (PICK) is a knowledge

repository that shares PATH frameworks

and toolkits for others to consume and

utilize as they begin new projects. Project

leads access onboarding materials and

frameworks, and share lessons learned,

achieving intentional knowledge

management and the sharing of insights

and best practices.

#5 Service Catalogue

A catalogue of Living Labs services to take

to donors and funders. The catalogue and

playbook makes it easy for donors and

partners to understand PATH’s approach

to human-centred design and its

differentiated offerings. After viewing the

catalogue, the agency contacts a resource

on the Living Labs team to iterate and

finalize the scope and timelines for the

work.

Big ideasWe then quickly narrowed in on 5 particularly exciting and desirable ideas for the future of Living Labs and envisioned the future model for the top 3 ideas - #1, #3, and #5.

21

We are FjordEnvision - Dream 1

Rapid Insights GeneratorQuick and direct access to feedback from users in local communities

In the context of COVID-19, we’re physically disconnected. Yet there is a growing, global need to serve and bring together funders and beneficiaries, users, and PATH.

Today, many global health stakeholders lack information on the local context, making funding decisions, product development, strategy definition, and more, particularly challenging. Other HCD organizations have a limited footprint and network in LMICs, and lack industry expertise in medical devices, pharmaceuticals, and diagnostics.

A tool to rapidly conduct research and gather local insights will enable better decision-making, product development, and design of global health strategies by PATH’s internal and external partners.

PATH can leverage dedicated field-agents to quickly disseminate requests for information and survey a group of frontline health workers (or other users who fit certain criteria) to proactively generate user insights. Over time, PATH can populate a database of insights that can be accessed by internal and external stakeholders alike.

Current State Future State

• Insights across and within regions

• Rapid or near real-time access

• Customisable criteria

• Longitudinal relationships with the user

Stakeholder needs in focus:

• Rapid, direct access to feedback from health care workers and users

• Pre-approved protocols, accelerating data collection.

• Human-centred design and insight from the outset, with global reach and hyper-local access.

Unique value proposition:

Envision - Dream 1

22

The tool triaged and sent notifications to relevant

field agents that there was a new request to address.

Hue (Living Labs lead in the country) wakes up early,

sees request, creates a mission in the online app for

the country network to discuss UBTs and Hue

indicates a mission is underway. Aminata sees the

mission translate for her network.

Lee and Hilary open the Rapid Insight Generator tool,

seeing a global map of PATH's projects, and search to

see if UBTs appears in the context of current user

feedback from the reproductive health

workers. Seeing a few comments from nurses and

midwives, they have additional questions and entered

a request on UBT use.

Lee and Hilary, external donors, were having a

discussion on the next generation of UBTs (uterine

balloon tamponade). They have more questions than

answers as to where to focus their investments.

Lee and Hilary are notified that the mission is complete.

They appreciate the quick insight and ability to interact.

Now that they've had a bit of a taste, they'd like to

engage the Living Labs team to continue to refine the

target product profile and iterate on questions for an

additional three months and expand to a third country.

Aminata and Hue take the collected inputs and

respond overnight to Lee and Hilary's query, verifying

and streamlining the inputs as they upload them to the

Rapid Insights Generator.

Hue and Aminata send the mobile-optimized survey

to a group of users fitting the profile, requesting

answers to a few questions and a photo (while

considering privacy) to be uploaded. Users respond

and Hue and Aminata are notified when the

requested number have responded.

How it works

Uganda

Envision - Dream 1

23

is our target segment?

• Internal: PATH project teams (secondary: PATH more broadly benefits from active user insight knowledge base)

• External: In-country partners, NGOs, subcontractors, healthcare workers, labs

would we partner with?

• Country staff - program and operational• Digital team for configuration of portal/platform• Ministry of Health (insight into health challenges in country)• Donor/external partner• Internal PATH ‘clients’

could fund our dream?

• Donors funding existing PATH country office projects, and potentially PATH country offices through a shared model

investments would we need to make?

• People: Mobilization of flexible in-country capacity; dedicated PATH agents; contacts from country to respond to questions; continued upkeep of cadres of key users.

• Content and technology: Create or procure platform; initial content population and development; maintenance and enhancement.

• Communication: Pilot, launch, ongoing engagement.

benefits can we realize?

• Accuracy and efficiency: get right requirements faster and reduce scope creep during product development

• Relevance and impact: Providing insights and concepts to foster investment across health areas.

• Pace of innovation

WHO… WHAT…

Last mile insights to better inform strategy and decision-making

24


“Love this idea – moving away from traditional focus groups to something that is rapid and uses existing platforms.”

Value

• Ability for donors to source rich insights from local communities• Time-to-insight, ability to pull insights and push out rapidly• How to create value for end beneficiaries?• How would you use this tool to sell PATH services?

Implementation

• How would you finance and sustain the research network?• How would you share completed research and build upon knowledge?• How to ensure that research is packaged correctly to be used?• What are the IRB/HSR implications of this type of solution?• How would you incentivize clean data collection and avoid sampling fatigue?

Dependencies

• Local HCD capacity to conduct the research in local communities is a pre-requisite• Existing tools for concept prototype and technologies (ex: AI) to analyze data

Leadership feedback

Partner feedback

Value

• Real-time picture and data, good integration of technology and product development

• Relevant particularly during the COVID-19 crisis, we need to think beyond what we’re used to

• This may not be a core growth strategy for Living Labs

Implementation

• At what stage of the innovation process would the data be used?• Will there be a broad enough sample size?• Will local capacity be able to pick up the additional requests for research?

Dependencies

• HQ centric idea, but need local buy-in and capacity – difficulties in getting staff to pick up additional requests, requirement in turning to a large scale external consulting force of trained local designers

Feedback from leadership and partners

25


Health solutions often don’t see the desired uptake or scale in LMIC markets. Donors, private sector actors, and implementing partners are looking for new ways to reduce risk and maximize impact. There is alignment on the need for multidisciplinary approaches to achieve better results.

At the same time, development is transitioning from large INGOs to a localized model, requiring strong working relationships in-country. PATH needs to build local teams and enable cross-team and cross-geography collaboration to remain relevant.

• Tailoring to the local context

• Cross-team and cross-geo collaboration

• Building our own local teams


• Joint capability of in-country relationships, human-centered design capacity, product development expertise, as well as digital and strategy functional teams

• 40-year history and lessons learned in product development for global health


Current State Future State

An integrated human-centered design, product development, and strategy service that brings together multiple internal and external partners will help to rapidly design, test, and introduce locally-relevant health widgets and digital tools in LMIC markets. PATH Living Labs will act as the in-country ambassador between diverse PATH teams, and rely on in-country human-centered design capacity and regional product development support to help donors, partners, and country office teams bring locally-relevant technology solutions to LMIC markets.

Integrated service to prototype and launch locally-tested health solutions

PD/LL Bridge

Envision - Dream 2

26

Assuming there's donor money to move this

concept forward, Fatima's team is working hard to

refine the widget/digital tools prototype so it's

ready to share in Wakanda.

After going through the filter checklist, Fatima and her

team of engineers engage with Sarah to determine how

best to move the widget/digital tools into prototype

production. Sarah engages relevant PATH leads to work

with regulatory partners and conduct an initial market

assessment on the opportunity.

Sarah and her team from PATH, potentially with a

health partner or donor, have done a few design

sprints with end users (nurses) in

Wakanda. Promising ideas for widgets/digital tools

came up. Sarah submitted the ideas to Fatima, the

head of PATH’s product development (PD) team.

Everyone LOVES the widget/digital tools and the

people of Wakanda are happy that this semi-

functional widget has the potential to solve a big

challenge.

All the while, Sarah is also pressure testing this widget

/digital tools concept with the MOH, regulatory

groups, and other global level stakeholders to ensure

that it translates after it's introduced in the local

community.

With a basic version 1 of the widget/digital tools in

hand, Sarah obtains feedback from her nurse

contacts in Wakanda. She may have a few feedback

sessions with users and there may be further

refinement with Fatima's team.

MOH engagementRegulatory group engagement

How it works

Envision - Dream 2

27


• Private sector• Ministry of Health• Healthcare providers


• External: Ministry of Health and other regulatory groups, bringing into the design process to ensure prototype is locally relevant

• Internal: PATH Code team for digital capabilities, consulting team within market dynamics for rapid market assessments, leadership champions within HQ and country offices


• Existing PATH donors and partners - private sector, multilateral and bilateral donors, foundations

• National governments in select cases


• Positioning: marketing/PR strategy to communicate internally within PATH and externally with partners

• People/staff: coordinated training and/or hiring of in-country capacity

• Technology: tools to facilitate design activities and equipment to run tests


• Achieve greater speed to market for innovative health solutions• Lower cost approach for buyers/funders with a higher return on

investment• Translate insights into impact, moving past the excitement of

design to something tangible• Forge new impactful relationships with end users as partners in our

process

WHO… WHAT…

A bridge within PATH to rapidly bring locally-relevant health solutions to market

28


“Process and product, hand-in-hand! If you’re confident that it’ll be taken up by the organization, it’s a 5/5.”

Value

• Ability to deliver new technologies in an agile / HCD manner• Opportunity for our teams to reduce the need to travel

Implementation

• How is this different than what we’re already doing?• Need a common frame/process for project lifecycle• In-country teams would need to connect to other teams effectively• How would we test this cheaply and effectively?

Dependencies

• Requires a strong feasibility / usability feedback loop• Knowledge management system to share processes and workflows• Development team would need a platform to access user input• Shared system, framing, and language across groups within PATH

Leadership feedback

Partner feedback

Value

• Policy change is crucial, this is where others are the weakest • Natural extension of what PATH already does• Way to demystify R&D and have people see themselves as a part of the process• Using proven resources that can respond to the tangible prototyping need and

design with the human in mind

Implementation

• Engage with Ministry from the start to change policy and guide implementation• Need fundraising capacity should be in place, specify this role and responsibility• Create clear guidelines on when to go through RCT (in what context)• Consider how to say which ideas actually translated in the community

Dependencies

• Ensure that PATH has the appetite for this, the systems are in place for adoption, and that it is aligned ideologically within the institution


29


Playbook & Service Catalogue

When starting new projects and

programs in global health, bringing in

human-centered design early in the

process can lead to better outcomes.

At the same time, funders often have

concerns about the longevity of their

investments while Program

Implementation Teams find it

challenging to leverage innovation in a

bottoms-up way, leading to less

optimal outcomes and impact. These

internal and external collaborators do

not have a clear understanding of the

offerings and capabilities Living Labs

offers to fill these gaps.

Current State

• Lack of awareness of Living Labs offerings internally and externally

• Desire to tap into in-country networks and understanding of regulations

• Share learnings across PATH teams


• Capability mapping and service catalogue for Living Labs offerings

• Library of case studies and success stories from past projects

• Global footprint information to highlight strength of local teams


Platform of differentiated HCD services and case studies

Future State

A Service Catalogue with accompanying Playbook will be a key catalyst in the growth of Living Labs as a platform at PATH to spur innovation, collaboration, and impact. The Playbook will include best practices in challenging the status quo and how PATH can be better. Both documents will remove barriers for project teams and countries to work together to amplify the voice of the user to get faster insights and results.

Envision - Dream 3

30

Ami looks up the LL playbook which makes it very easy

to understand the approach and offerings. She finds

case studies with demonstrated successes that are

relevant to her project's needs. She runs this by Edgar

who agrees that engaging with LL would be valuable.

Ami recalls the Living Labs Roadshow where they shared

their service catalogue and that it said something about

rapid prototyping as well as local-context feedback.

Ami, the Country Lead in Senegal is confronted with

low adoption on a new digital adherence tool. Edgar,

the program officer at the funder has expressed

concerns. Ami wants to explore if she can get local

context feedback quickly to course correct on

Program Implementation.

Ami uses the LL insights and feedback to course-correct

their program implementation and shares an update

with Edgar that she also logs into Salesforce!

Edgar is impressed with the quick pace of work and

improved outcomes. He asks Ami for more info on

Living Labs so he can engage on some of his other

projects. Ami points Edgar to the LL Service catalogue

and Playbook and connects him with Rima.

Rima activates the Living Labs Collaboration

Network to quickly identify the right Health Care

Workers who they can work with and gather

feedback for Ami. They synthesize the data and

present Ami with key insights into reasons for low

adoption.

Ami connects with Rima on the PATH LL team. Rima

reassures Ami that the LL team can deploy LL-RIG to

provide this feedback quickly. They identify the

countries they want included and finalize the budget.

Ami chooses the 'Gold' option based on the project

budget.

How it works

Envision - Dream 3

31


• Donors and funders - multilateral and bilateral donors, foundations• Global health program designers, funders, and implementors


• Internal: TAMI Living Labs staff and the Market Dynamics team for catalogue development, GHP Leadership and Program area leads and Country Program leads for feedback and iteration

• External: External partners and collaborators like IRC and Common Ground, funders, and the corporate sector to provide feedback on the in-progress catalogue


• TAMI Leadership, who would invest in a clear and strong articulation of Living Labs’ offerings to help position PATH and attract new opportunities


• Staff time for capability mapping and developing the “crawl-walk-run” iterative approach to the service catalogue and socializing it internally and externally

• Technology support to build a tool that can be easily published and updated over time


• Bringing collaborators up-to-speed easily and more quickly on current projects and options

• Identifying and helping ideate around gaps, uncertainties, and risks within existing and planned global health programs

• A clear cost-benefit for engaging with Living Labs through better impact fueled by human-centered design

• Better sustainability for Living Labs, TAMI, and PATH through more focused funding on in-country work by leveraging other collaborators and diversifying revenue streams away from traditional nonprofit models

WHO… WHAT…

Sharing our stories and building interest across PATH as well as externally

32


“This sounds like a no-brainer, a must do even if internal to PATH to organize ourselves and be more consistent.”

Value

• Clearly articulating PATH offerings to donors and partners• Allows PATH employees to champion different teams and understand capabilities• Who does this bring value to? Donors? Internal teams?• More feedback on value to in-country teams and stakeholders

Implementation

• Who is the target audience?• How to ensure the catalogue would evolve and stay up-to-date? • How do we push out the most relevant information internally and externally?• How to categorize the different services? (geo, capability, etc.)• How do we include future, emerging services in the Playbook?

Dependencies

• Knowledge management system and strategy• Bringing together program leads helps others become ambassadors

Leadership feedback

Partner feedback

Value

• History of asking “who is PATH and what do you do” – this will help position us• Links to consultancy model and offering packaged services

Implementation

• Packages should be concrete, break down practically• Needs further investment to get to a comparative advantage, what are the service

offerings that get to rigorous insights and the most vulnerable? What are PATH’s key themes and topic/focus areas?

• What’s the incentive for team within PATH to participate?• How do you finance it?• Ensure it is digital and dynamic, hugely helpful to be on website

Dependencies

• Realizing impact is dependent on investment in PATH’s offerings and services as a whole


33

Chapter 04

DefineProposed minimum lovable product and future stages for each of our dreams, taking into account feedback from partners and leadership.

Define - Dream 1

34

Rapid Insights Generator

Strategy & scoping

Standard platform

Stage 1 Stage 2 Stage 3Today End state

MVP

What is the experience like?

What are our main capabilities?

Digital tool with access to existing PATH insights and user feedback from other projects; catalogued by topic and country.

Mobile-optimized platform, searchable, and flexible enough to make specific requests as donors and clients. Real-time notifications.

Scalable and repeatable as a series for clients. White labeled. Seamless pricing/subscription models.

• HCD emphasis from the outset

• Access to existing & historical insights

• Packaged and differentiated content

• Idea diversity• Maintaining engagement

with in-country agents• Reach into additional

regions

• Evidence-based insights• Rapid prototyping

Define - Dream 1

35

Rapid Insights Generator

Strategy & scoping


What value are we providing?

What do we want to learn?

Last mile insights from key countries, beginning with Kenya and Zambia

• Customizable requests • Multiple, meaningful points

of input• Contextual insights from

frontline workers and surrounding ecosystem

• Regenerative user base• Umbrella approvals• Automated updates.

Templatized

• Number of agents and responders needed

• Compensation and rewards• Realistic SLAs• Digital data collection

options

• Managing compliance and regulatory needs

• Quality of output• Ability to replicate model• Alignment with PATH vision

• Validate whether offering integrates into PATH’s capabilities.

Standard platformMVP

Define - Dream 2

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PD/LL Bridge

Strategy & scoping




Living Labs product manager (‘ambassador’) links product development ecosystem with in-country design staff and partners to engage in product design process

Living Labs product manager (‘ambassador’) leverages interactive digital platforms to connect users with product development ecosystem and local partners to engage in product design process

Living Labs product manager (‘ambassador’) brings in field workers, program teams, product developers, donors, etc. to a regional design hub. Global ecosystem players are virtually connected in

• Cross-team collaboration Criteria to evaluate/select opportunities to prototype

• In-country tablets and other design tools

• Remote prototype development

• National-level stakeholders included in design process

• Evolved criteria based on regulatory considerations

• Prototype development in regional hubs

• Donor/funder is included in design process

• Evolved criteria based on scalability

• In-country prototype development and testing

Standard serviceMVP

Define - Dream 2

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PD/LL Bridge

Strategy & scoping




A tangible prototype of a health widget or digital tool that is locally-relevant and tested

A tangible prototype of a health widget or digital tool that is locally-relevant, tested, and introduced in the market with funding and national-level buy-in

Implementation and scale of tangible health widgets or digital tool that is locally-relevant, tested, and enables a higher return on investment for donors/funders

• Are we able to bridge teams at PATH through an ‘ambassador’ role within LL?

• Are we able to create differentiated, locally-relevant prototypes through this integrated process?

• Are we able to attain funding for our prototypes?

• Are we able to successfully introduce our product prototypes in the local market?

• Are our solutions scalable in various regions?

• Are we able to help donors/funders achieve a stronger return on investment?

Standard serviceMVP

Define - Dream 3

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Strategy & scoping




External website with current Living Labs offerings, value proposition, and geographies covered. Reference materials for internal PATH teams.

Previous website with new capability mapping across PATH programs with associated Living Labs offerings. Target groups and segments for marketing.

Mobile-first digital platform with published stories/case studies and accompanying tiered offerings. Targeted to user needs. easily searchable, and uses simple terminology.

• Communicate existing work & infrastructure

• List current offerings & skills; include how these may provide value to other projects

• Collect and share success stories and case studies

• Framework for segmenting and identifying target groups

• Provide pricing options and showcase network-mapped capabilities

• Communicate the value of diverse voices in design process and key design principles

Standard toolMVP

Define - Dream 3

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Strategy & scoping




A framework for envisioning how, why, and where to engage with Living Labs (internal and external)

A way to sequence in and include new offerings and geographies (internal)

A way to gauge offering demand, including volume, location, and emergent/unmet needs (internal)

• What are our current capabilities and service offerings? Where do we need to be investing in?

• Who is our immediate audience?

• How can we attribute the new connections to this solution?

• Are the targeted segments and groups valuable to donors and PATH teams?

• Are the tools being adopted and utilized?

• How many engagements with new-to-LL teams have occurred?

• ••How well are we delivering on various services?

Standard toolMVP

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Chapter 05

Path ForwardImplications of our workshop to an evolved model and roadmap for PATH Living Labs, as well as key next steps in the IDEA journey.

Path Forward

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Three years from now, we aim to…

• Catalyze one PATH

• Build with speed and agility

• Take local health adaptations global

• Achieve greater health solution adoption and sustainability

• Transform health service delivery and save lives

Living Labs envisions a world where all communities have the solutions they need to live healthy lives

Building our local teams and capacity

Multi-disciplinary approach to assessing,

designing, and testing health

solutions

We envision a world where all communities

have the solutions they need to live

healthy lives.

Living LabsCollaboration

Network

National-level relationships

combined with global advocacy

for uptake and scale

Local expertise & networks in rural and hard-to-reach

communities around the

world

TOOLSDesigning

knowledge-sharing

platforms

PROCESSBreaking siloes

and working rapidly across

our teams

PEOPLEBuilding our local teams

and capacity

Path Forward

A differentiated model for design and innovation

Integrating PATH’s expertise in global health, diagnostics, essential medicines, medical and digital devices along with human-centered design, product development, and strategy capabilities–bringing multiple disciplines to design engagements

Hire and/or train design capacity, with a focus on research, product design, and UX/UI in priority regions and countries with a common suite of skills and capabilities where other HCD partners have limited presence and/or impact

Develop an ‘ambassador’ model to link diverse functional teams (ex: product development, research and ethical approvals) and enable rapid ways of working in market assessment, design, iteration, and ethics and compliance

Engaging global and national-level partners across the globe in design and advocacy activities to ensure that our solutions are appropriate, sustainable, and scalable within distinct regions around the world.

Tapping into our local expertise and community relationships in rural and hard-to-reach locations, to inform health strategy and decision-making, as well as solution design and testing

Design tools and platforms to share local insights and learnings, and to communicate our own services internally and externally

PICK Knowledge

Management

Service Catalog

Rapid Insights

Generator

PD/LLBridge

42

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We are FjordPath Forward

Prioritizing our effortsto move towards a world where all communities have the solutions they need to live healthy lives

In a context of limited budget, time, or resources, we can prioritize Dreams by their:

Desirability

• What is the most attractive to donors and partners?• What is the most strategic to PATH?

Feasibility

• What is the most rapidly proto-typable?• What is easier to pilot?

Impact & Viability

• What has the greatest beneficiary impact potential? • What is the most economically attractive and scalable?

Donor & Partner Attraction

Strategic to PATH

Prototype Capability

Ability to Pilot

Beneficiary Impact

Scalability

Desirability

Path Forward

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STEP 2 - DESIGN (PHASE 1)Investment Case & Validation

• Priority dreams: Identify design lead, create design plan and document dependencies

• Priority dreams: Define communication plan• People: Assess in-country HCD capacity (ex:

research, UX/UI) and hiring/training needs• Process: Analyze current processes to bringing

teams together and identify gaps• Tools: Identify required tools and technology to

support dreams and knowledge-sharing• Priority dreams: Validate level of effort and

develop business case for investment• Refine concept note, pursue additional funding

STEP 1 - PLANStrategy Refinement

• Define 2-3 focus countries • Refine strategy and communication approach• Assess current team, propose future

organizational design and roles/responsibilities• Develop partnership strategy (internal/external)• Develop change management strategy• Re-validate dreams and level of effort• Prioritize dream(s) to move forward with• Communicate and align with leadership• Develop concept note for donors

STEP 3 - DESIGN (PHASE 2)MVP Design & Pilot Definition

• Priority dreams: Define dream execution plan• People: Validate/refine resourcing model, train

existing resources to prepare for pilot rollout• Process: Map future processes to link PATH

teams and engagement criteria• Tools: Validate existing insights from frontline

health workers and identify gaps, develop data and UX strategy

• Priority dreams: Define pilot testing approach

STEP 4 - EXECUTE (PHASE 3)Pilot Launch

• People: Hire and/or train resources• Process: Execute linkages between LL, PD,

consulting, and other teams• Tools: Procure supporting technology and

equipment to test prototypes in-country • Priority dream development:o Rapid Insights Generator: Conduct research,

load/categorize insights on existing platformo PD/LL Bridge: Share/assess prototyping

opportunities, develop tangible prototypeo Playbook & Service Catalogue: Define

differentiated services, summarize in catalog

STEP 6 - ASSESSCollect Data & Communicate Impact

• Priority dreams: Collect data on MVP pilot, and assess data and impact achieved

• Review and validate data, and communicate the impact of Living Labs across dreams and efforts in impact report

• Share with partners and the sector

STEP 5 - EXECUTE (PHASE 4)Test & Iterate

• Priority dreams: Engage internal and external partners to test MVP pilots (PD/LL bridge process and prototype, user insights gathering process and platform, service catalogue)

• Priority dreams: Gather feedback, iterate approach, and identify additional geographies to scale to

Horizon Roadmapfor an evolved model

We are here

Thank you!19 people. 10 countries. 8 time zones. 4 days.2 virtual platforms.1 vision!

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dream book imagining an evolved model for design & innovation … · 2020-07-01 · dream book...

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