its not about the smoothie
DESCRIPTION
Presentation to students at University of Minnesota's MHA program to familiarize them with Design Thinking in the context of health care. Part of the health care and innovation class taught by Ryan Armbruster.TRANSCRIPT
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| Experience Design | November 8, 2008
It not about the smoothie
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| Experience Design | November 8, 2008
I am here for selfish reasons.
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| Experience Design | November 8, 2008 Dramatization
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| Experience Design | November 8, 2008
This was pretty badThis was pretty bad
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| Experience Design | November 8, 2008
This sucked toThis sucked to
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| Experience Design | November 8, 2008
This was the worstThis was the worst
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| Experience Design | November 8, 2008
I want better experiences.
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| Experience Design | November 8, 2008
No, seriously.
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| Experience Design | November 8, 2008
We all do.
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
So how do we create world class health care experiences?
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| Experience Design | November 8, 2008
There is lots of talk about design and innovation
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| Experience Design | November 8, 2008
but, saying you want to innovate…
is like trying to fall asleep by talking about it.
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| Experience Design | November 8, 2008
We could ask Miss Cleo…
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| Experience Design | November 8, 2008
or go into a room and figure something out…
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| Experience Design | November 8, 2008
but life is too complex to rely on the lone genius to design for everyone.
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| Experience Design | November 8, 2008
Who should be solving these problems?
Doctors?Engineers?Customer Service?Marketers?Administrators?
We need everyone.
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| Experience Design | November 8, 2008
but most of all we need
Courage
Commitment
Leadership
Perseverance
Team work
Empathy
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| Experience Design | November 8, 2008
Because…
Health care is caring for someone else’s health
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| Experience Design | November 8, 2008
and it takes remembering that…
patients are always people.
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| Experience Design | November 8, 2008
Innovation starts with understanding people
Budget
EventsFamily
Work Religion
HealthFriends
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| Experience Design | November 8, 2008
it is found somewhere in here…
Business
Social Science
Design
Innovation
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| Experience Design | November 8, 2008
and needs to be…
Feasible
Desirable
Viable
Innovation
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| Experience Design | November 8, 2008
This means we need to treat problems more like
like mysteries…
than puzzles.
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| Experience Design | November 8, 2008
and accounting for what people often can’t say.
Explicit
Tacit
Latent
Ask
Observe
Make
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| Experience Design | November 8, 2008
It takes an unfamiliar process which is challenging
Design
Thinking
Market
Research
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| Experience Design | November 8, 2008
but understanding that the difference in process is critical when innovating.
Marketing> Production >
User research
User research approach
(What has been made)
(What can be made)
(What should be made)
Market research
Engineering
Traditional approach
Marketing> Production >
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| Experience Design | November 8, 2008
Innovation is hard because organizations face dissimilar challenges
Exploit Explore
Creativity
Systems thinking
Empathy
Flexibility
Generalist
Courage
Process
Management
Efficiency
Rigidity
Specialist
Control
$?$
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| Experience Design | November 8, 2008
So they need help to understand how to choose what to do
“Whenever you face a decision between two options, don’t think that your job is to choose; think that your job is to create a better option.”
– Roger Martin, Dean of University of Toronto, Rotman School of Management
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| Experience Design | November 8, 2008
in order to avoid bad trade offs.
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| Experience Design | November 8, 2008
Innovation can also be scary because we think in terms of epic success
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| Experience Design | November 8, 2008
and epic failure
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| Experience Design | November 8, 2008
but this is what continuous innovation looks like
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| Experience Design | November 8, 2008
which ensures that we add value in the right ways.
Value through meeting needs >
Value through efficiency >
Value to customer
Functional
Emotional
Business model InnovationProcess Innovation
Product & Service Innovation
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| Experience Design | November 8, 2008
Unfortunately, it is hard for accountants to value user research
Accountants recognize value creation here
Jeremy Alexis, IIT
Accounting does not do well here Accounting does well here
Ship and invoice
Generate product idea
Conduct R&D on product concept
Begin tooling / production
Begin taking orders from customers
Prototype & test
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| Experience Design | November 8, 2008
and there is also a huge rate of failure
“96% of innovations fail” - Larry Keeley, Doblin Innovation Group
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| Experience Design | November 8, 2008
Time
Organizational Knowledge
Innovation Gap
Knowledge of how to make things
Knowledge of peoples lives
but business needs us now more than ever.
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| Experience Design | November 8, 2008
people define what is valuable and businesses exist
to offer that value through products and services.
because in an economy of choice
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| Experience Design | November 8, 2008
Design has proven value
Design focused companies outperformed the Financial Times Stock Exchange by 200% in a 10 year period.
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| Experience Design | November 8, 2008
=$?
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| Experience Design | November 8, 2008
Design thinking: the critical process of design
1) Research
2) Ideation
3) Analysis
Find Refine
4) Synthesis
5) Prototype
6) Test
Realize
7) Evaluate
8) Produce
9) Launch
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| Experience Design | November 8, 2008
Opportunities to engage
User research
User research
Unmet needs
Design criteria
MarketingMarketing
DesignDesign BusinessBusiness
What to make
to frame research and inform a variety of important decisions
Decision making criteriaCustomer values
Models of interaction TrendsProblem framing
Better product offering
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| Experience Design | November 8, 2008
and makes marketers jobs easy by creating products and services people need
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| Experience Design | November 8, 2008
SPARC Innovation Group
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| Experience Design | November 8, 2008
SPARC Innovation Group
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| Experience Design | November 8, 2008
Find: Map and analyze activities1
Recognize: concept illustrations2
Realize: Prototype3
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
creating a world-class experience that delivers greater care for patients.
OnCure wanted to figure out how to gain a competitive advantage by
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| Experience Design | November 8, 2008
There are lots of things doctors might think patients need
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| Experience Design | November 8, 2008
Stakeholder interviews
Patient interviews
Phone interviews
Site visits
Elicitation activities
Camera study
Secondary research
Online survey
but we really need to spend time with people to know.
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| Experience Design | November 8, 2008
Research found opportunities to improve…
Communication
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| Experience Design | November 8, 2008
Community
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| Experience Design | November 8, 2008
Access to resources
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| Experience Design | November 8, 2008
Staff interaction
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| Experience Design | November 8, 2008
Primary value
Is my care personal?
Is the communication clear?
Can I identify with the physician / staff ?
Secondary value
Does treatment fit my life?
Tertiary valueCan I afford this?
and found out what people valued
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| Experience Design | November 8, 2008
Patient relationship star modelphysician
Confidence
Time
Personalized care
staffEfficient
Friendly
Caring
supportersCommunication
Right support
Normalcy
bodyControl
Understand changes
Empowerment
facility
Convenience
Speed
Consistency
Comfort
who they interact with…
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| Experience Design | November 8, 2008
Principle 1: Provide the right information at the right time
Principle 2: Recognize the individual and tailor services to them
Principle 3: Maintain excellent communication between physicians
Principle 4: Provide the “right” level of support
Principle 5: Patients want to be as normal as possible
Principle 6: Patient confidence in their care is crucial
Principle 7: Give patients as much control as possible
Principle 8: Patients prize convenience in treatment
and how we can better build meaningful relationships with them.
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| Experience Design | November 8, 2008
“Someone came into the lobby and yelled that it was time for cancer class!”
“Surprise! No one told you that you were going to have a catheter put in!”
“Even though my husband had testicular cancer, I never learned to spell testicle.”
We also found out they tend to have a great sense of humor!
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| Experience Design | November 8, 2008
It not about the smoothie
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| Experience Design | November 8, 2008
Let’s talk tools!
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| Experience Design | November 8, 2008
Era Analysis
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
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| Experience Design | November 8, 2008
Position Map
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| Experience Design | November 8, 2008
Positioning map: where in the world is your organization?
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| Experience Design | November 8, 2008
Positioning map: health care organizations
high cost
low cost
high qualitylow quality
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| Experience Design | November 8, 2008
Mindset
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| Experience Design | November 8, 2008
Time
Reflection
Questions
Decisions
Source: The Logic of Failure: Recognizing and Avoiding Error in Complex Situations by Dietrich Dorner, Rita Kimber, and Robert Kimber
Organizational mindset is a tool
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| Experience Design | November 8, 2008
Time
Reflection
Questions
Decisions
Source: The Logic of Failure: Recognizing and Avoiding Error in Complex Situations by Dietrich Dorner, Rita Kimber, and Robert Kimber
And must be properly focused
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| Experience Design | November 8, 2008
Mind set
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| Experience Design | November 8, 2008
Trend Insight Likeliness Impact total
Customization Demand for tailored services
8 10 18
Tinkering Growing interest in technology
10 5 15
Simplicity Customer is never wrong 8 3 11
Environmentalism
Demanding new green products and services
10 2 12
Connectivity Increased demand for data connection
10 10 20
Increased Bandwidth
Ease of connecting to remote data and improved services
10 8 18
Cost of energy Desire to reduce cost over time
8 6 14
Lifestyle demands of baby boomers
Demand for advanced lifestyle product and service support
10 10 20
Trend analysis: health care
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| Experience Design | November 8, 2008
Trend Insight Likeliness Impact total
Customization Demand for tailored services
8 10 18
Tinkering Growing interest in technology
10 5 15
Simplicity Customer is never wrong 8 3 11
Environmentalism
Demanding new green products and services
10 2 12
Connectivity Increased demand for data connection
10 10 20
Increased Bandwidth
Ease of connecting to remote data and improved services
10 8 18
Cost of energy Desire to reduce cost over time
8 6 14
Lifestyle demands of baby boomers
Demand for advanced lifestyle product and service support
10 10 20
Trend analysis: health care
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| Experience Design | November 8, 2008
Scenario planning: health care
high connectivity
low connectivity
High demandLow Demand
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| Experience Design | November 8, 2008
high connectivity
low connectivity
Cloud world
Concierge Service
Public Utility
More of the same
Scenario planning: health care
High demandLow Demand
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| Experience Design | November 8, 2008
Experience Map
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| Experience Design | November 8, 2008
Attraction Entry Engagement Exit Extension
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| Experience Design | November 8, 2008
Attraction Entry Engagement Exit Extension
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| Experience Design | November 8, 2008
Experience Phases
Attraction Entry Engagement Exit Extension
Stages 1 2 3 4 5 6 7 7A 8 9Description of steps
Point of recognition
Job clarification(can occur after 3 or 4 as well)
Search for resources
Identify potential providers
compare Negotiation Engagement Ongoing Engagement
Completion Recommendation
Activities learning, considering, confused
Unless task is an emergency then there is a long consideration period with quick action once decision is made.
Need a point of reference
Trust and efficiency are important.
Customers care about the people they employ
Payment and agreement that job is complete
Good and bad word of mouth
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| Experience Design | November 8, 2008
Chris FinlayDMD Experience [email protected](917)860-4082
Chris FinlayDMD Experience [email protected](917)860-4082