Developing a Comprehensive Exceptional ... - Healthcare News · Future Shape of the Winner -Tom...

10/5/2015

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Developing a Comprehensive

Exceptional Experience Strategy

Diane Stover-Hopkins, Innovation Strategy Executive

Beacon Health System

Co-Author, Wake Up and Smell the Innovation

Where Should Your Organization be

Headed?

� Reducing Patient/Family Suffering and Sacrifice

� Supporting Reliable Exceeding Expectations

Performance Especially When No one is Looking

� Moving from Random Acts to Reliable Actions

� Moving from an Initiative to an Instinctcopyright 2014 Diane S. Hopkins

So Many Strategic Priorities-

Experience Strategy Aligned With …

� Safety Strategy- There can be no exceptional experience unless it’s first a safe experience

� Staff Engagement Strategy- Build their skills, their ability to contribute, their sense of importance

� Finance Strategy- Protect reimbursement and preference

� Population Health Strategy- more satisfied patients are more compliant patients

copyright 2014 Diane S. Hopkins

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Future Shape of the Winner - Tom Peters

Ambition

Talent

Performance

Brand

Experience

Architecture

Execution


Exceptional Experience

Strategy

Meaning Our Ultimate

Purpose

Competitive Advantage

higher performing and

committed teams, aligned

leadership

Customer Value Fulfilling stated and unstated

needs, providing a reason for loyalty

and recommendation

Distinctive Competencies

building reputation and

Trust


Effective Exceptional Experience

Strategies have many Benefits

� No satisfied customers—Raving, Loyal,

Endorsing Fans!

� Differentiation from competitors

� Improved compliance

� Growth in Preference= Financial

Strength


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“Advertising is

the price you

pay for being

unremarkable”

Robert Stephens

We’re not only providing care… we’re creating



I do it because I have to…

I do it because I want to…

It’s the way we all do it here -

always

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Why is a Deliberate Experience Strategy an Why is a Deliberate Experience Strategy an Why is a Deliberate Experience Strategy an Why is a Deliberate Experience Strategy an

Imperative?Imperative?Imperative?Imperative?

Satisfied Customers will tell 8 people about

their experience

Unsatisfied Customers will tell 16 people

about their experience

Source: Goodman, J. “Understand Customer Behavior and Complaints” 2003


Unprecedented levels of transparency

Reimbursement Impact

Empowered Comparative Shopper Consumers

and, most importantly…

It’s the Right Thing To Do.


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Progression of Economic ValueProgression of Economic ValueProgression of Economic ValueProgression of Economic Value

Commodities

Services

Goods

CompetitiveCompetitiveCompetitiveCompetitive

PositionPositionPositionPosition

DifferentiateDifferentiateDifferentiateDifferentiated

UndifferentiateUndifferentiateUndifferentiateUndifferentiated

Market PremiumPricingPricingPricingPricing

Needs of Needs of Needs of Needs of

CustomersCustomersCustomersCustomers

Relevant toRelevant toRelevant toRelevant to

Irrelevant toIrrelevant toIrrelevant toIrrelevant to

Experiences

copyright 1999 Strategic Horizons

BUILDING COMPETENCIES

Four Key Paths to Exceptional Experiences

1- Humanizing the Experience

2- Personalizing the Experience

3- Demystifying the Experience

4- Safety Checking the Experience

Five Key Priorities for Your Comprehensive Strategy:

1- Who and How You Hire

-Are recruitment systems

in place to hire positive,

likeable, committed team

members?

-Are new staff members

provided orientation that

delights and inspires them to be exceptional?


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2- Policy and Procedure Reviews for

Experience Impact

� Review potential patient experience impact as new policies and procedures are proposed.

�

� Extra Credit- go back and review existing policies and procedures


3-New Policies to Consider:

� Is there an experience plan in place before the facility plan is completed and the cranes show up?

� Are those who will eventually be providing the experience meaningfully involved in designing the experience?


4-Is there a consistent “voice” among senior leaders?

� Patient Experience efforts tied to executive/all staff compensation?

� Training and use of coaches is expected?

� Aspirational language consistently used?

� Exceptional efforts recognized & rewarded?


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5- Build internal competencies around thoughtful,

deliberate experience design.

Senior Leader Assigned as Content Expert

Internal Coaches/Consultants Trained/Certified

In and Out of Industry Benchmarking

Ongoing competency building for those who show

interest and passion and accessible tools

Required foundational training for all leaders

Immersive Patient Experience Training for New

Hires


Exceptional Experiences are enthusiastically,

consistently and effectively offered when:

� Those engaged in offering the experience are

involved in new ways to enhance the experience

� When those who create exceptional experiences

are celebrated broadly and the stories told

� When those serving customers are given broader

and deeper glimpses of all their customers need,

want or desirecopyright 2014 Diane S. Hopkins

The Foundations for a Refreshed Exceptional

Experience Culture

Adopt Your Patient Experience Language & Voice

Assign Key Leader/Content Experts to Propose Strategy

Align Rewards & Recognition to Long-Term & Short-Term Achievements

Accept Nominations for Internal Coaches to be Trained

Adopt Co-Creation Methods to Enhance Sustainability

Approve Ongoing Training Opportunities & Out-of-Industry Learning

Adjust Policies & Procedures with Experience Strategy

Accelerate Reliable, Sustainable, Deliberate Exceptional Experience Culture


10/5/2015

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Everyone Has Influence…


“They won’t always

remember what you

said, or what you

did, but they will

always remember

the way you made

them feel.”

Maya Angelou


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