Lada Gorlenko | ArtefactUX Strategy for Patient-Centric

HealthcareUX STRAT 2015

2

Case studyHow to bring UX and business strategies together – in healthcare and beyond

3

The context

4

ArtefactA design and innovation company that creates products and services for a preferable future

5

Group Health Cooperative (GHC) A non-profit health care system that coordinates care and coverage for 600,000 members

Population Health Management (PHM)A program to engage Group Health members in health & wellness activities that lead to healthier lifestyle

Because let’s face it Most Americans could do better to have a better, healthier life

9

Brief for ArtefactCreate comprehensive, long-lasting and member-centric business requirements for PHM

10

ReframingHow can Group Health support sustainable behavioral change of its members?

11

Key questions• What behaviors do we want to

change? • What do GHC members need to do

to change those behaviors?• What can Group Health do to

support members in what they need to do?

UX StrategyUX Strategy

Business Requirements

12

Business Strategy UX Strategy Business Requirements

13

The approach

Understand the business

Understand the members

Define the desired outcomes

Create mechanisms to enable them

15

Activities• Multi-phase sequence of SME

workshops • Each phase uses the materials

generated earlier, extends them, and adds details to the same broader picture

16

Framing questionsOutcomesProject implications

17

Understanding the businessStakeholdersProgram objectives

18

A good strategy is business-centered

Understanding stakeholders: questions• Who is involved and how?• What is the process? What is

the organizational culture? • How can we improve

organizational experience through this engagement?

Understanding stakeholders: outcomesUnique project approach = engaging the organization based on its distinctive needs, attributes & behaviors

21

Project implications1. Made the project a case for

engagement2. Skipped new research in favor of

mining organizational knowledge 3. Skipped ‘fancy deliverables’ to

focus on knowledge transfer to the client

2 months, 2 people• 30+ sessions total • 20+ SME workshops • 25+ SMEs across the

business

Mapping business objectives: questions• How do program objectives

relate to each other?• What outcomes do they

enable?• How does each objective

depend on each target audience?

• How do different business units contribute to each objective?

Mapping business objectives: outcomesMap of Business Objectives = connecting success of each objective to other objectives, specific target audiences and individual business units

25

Project implications1. Re-framed the program

perspective2. Re-prioritized target audiences3. Clarified how each business unit

contributes to each objective

26

Understanding the membersHealthcare Mindset Model Target audiences

27

A good strategy is people-centered

Understanding healthcare mindset: questions • What influences people’s

attitudes and behaviors about their wellbeing?

• How can these factors be meaningfully classified?

Understanding healthcare mindset: outcomes Healthcare Mindset & Behavior Model = defining what’s important to making decisions and changing behaviors related to health and wellness

30

Project implications• Developed an operational

framework of key influences relevant to health engagement, across all audiences

Understanding target segments: questions • What is the most appropriate

way to look at the target population?

• How do existing segmentations fit?

• Which segments are in/out of scope?

• What are the most interesting stories to tell about the target audiences?

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2690331/table/tbl2/

http://www.england.nhs.uk/wp-content/uploads/2014/09/1-seg-strat.pdf

Understanding target segments: outcomesHealth Engagement Segmentation = looking at target audiences in a way that matches the program objectives

Set of Personas =telling the stories of target segments

33

Project implications1. Avoided reinventing the wheel2. Taught the client how to use rich

research insights 3. Connected a large body of

knowledge

34

Defining the desired outcomeBehavior Change Journeys

35

A good strategy has clearly defined outcomes

Defining Change Journeys: questions • What does short-term success

look like for each target persona?

• What is long-term success? • What does each persona need

to do to get from one state to another?

Defining Change Journeys: outcomesChange Journeys = defining the desired outcomes and action items for each target audience in different points in time

38

Project implications1. Made tacit knowledge explicit and

shared across all stakeholders 2. Detailed the desired behavioral change3. Had honest informed discussions about

program expectations and success metrics

39

Creating mechanisms to enable the changeCore cross-audience opportunitiesKnowledge transfer

40

A good strategy lives after you leave

Creating the mechanisms: questions • How can we support key steps

in the transformation of each persona?

• What are the common themes? • What does the business need

to do to enable each common theme?

• What are the common business requirements across themes?

Creating the mechanisms: outcomes8 PHM opportunities = critical avenues to impact multiple audiences17 use cases = stand-alone building blocks of related business requirements98 high-level business requirements = individual business investments to support the identified opportunities

44

Project implications1. Fully connected the UX strategy

with the business strategy and requirements

2. Enabled clear opportunity prioritization

3. Mapped existing services to the new strategy and identified gaps

Knowledge transfer: questions • How can we ensure that the

client can continue the work we started?

• How can we ensure that the strategy can accommodate change?

Knowledge transfer: outcomesProject Manual = detailing the what, how and why of everything we did during the project

47

Project implications1. Gave the client confidence that

they can justify every requirement

2. Taught them how to be Design Thinkers

3. Established a long-term partnership between Artefact and GHC

48

Takeaways

49

1. Connecting UX and business strategies means understanding the business to the degree you understand the users, and then more.

50

2. Being specific about the desired outcomes makes a UX strategy specific, feasible and practical.

51

3. In creating strategies, the process is a vital part of the deliverable.

52

“This is wonderful. Thank you for the detail, for taking the complex project and showing us how to simplify it, for making us look good.”

--- PHM Program Director

53

5 signs of a robust strategy• Tailored to the organization• Focused on people• Has clearly defined outcomes• Lives after you leave• Makes complex things simple

We conceive, design, and develop technology products and services for the 21st century

Artefact was founded in 2006 and has a rapidly-growing staff of researchers, software developers, business developers, brand strategists, and visual, industrial, and interaction designers. Our company was founded by two Microsoft veterans, Gavin Kelly and Rob Girling, to become one of the world’s premier strategic design firms focused on software-mediated experiences. Our mission is to consistently deliver second-to-none quality, insight, creativity, and business value for our clients.

artefactgroup.com