EXPERIENCE STRATEGY

Delivering on New Healthcare Expectations

Nancy YaklichDirector of Experience07.17.2015

Overview

• How do we operate in the Age of the Customer?

• How do we shape our Experience?

• What is our Experience Roadmap?

• How do our current initiatives align?

• Recap

Our New Reality: The Age of the Customer

Experience Economy

In the Age of the Customer, We’re Compared Againstthe Experiences of Leading Brands

Today’s Patients and their Families are comparing their healthcare experiences – providers, hospitals and insurance – with leading brands.

Member-obsessed. Customer service.

Easy to use.Makes technology fun.Design and function.

Wide selection. Prices fit budget. Easy interactions. Quick resolutions.

Customer service

Powered by service.“Wow” customer service.

Quick resolutions.

Relationship-based, individuals, local.Customer feel valued. Easy access to

their advisor and/or CSRs for investment questions. Known for easy

onboarding and attention.

Easy to open accounts, get to customer service. Quick resolutions. Easy sign up process. Good

customer service

Easy to reach a live person. CSR have authority; quick

resolutions. CSR availability. Easy signup.

How do we shape EXPERIENCE?

1. Common Definition of Experience

In order to make improving our Experience a reality we must first align around a single, clear definition of what Experience is.

Gallup

Experience is about engaging patients. Engaged healthcare is better healthcare for everyone.

Beryl Institutethe sum of all interactions, shaped by an organization’s culture, that

influence patient perceptions, across the continuum of care

Forrester and TemkinHow customers perceive their interactions with

your organization

BMC Health Services Researchpatients' self-reports of their experience of inpatient care,

including staff-patient interactions, information provision, involvement in

decisions and support for self-care and overall ratings of care.

Deloittethe quality and value of all of the interactions—direct and indirect,

clinical and non-clinical—spanning the entire duration of

the patient/provider relationship

Integrated Loyalty SystemsThe patient’s cumulative evaluation of the journey they have with you, starting when

they first need you and based on their clinical and emotional interactions, which are shaped by your people, your processes and your physical setting, and shaped by

their expectations of you.

Patrick Ryan, CEO of Press Ganey

Reducing suffering and reducing anxiety across the entire

continuum of care, from the first phone call to discharge.

2. Understand Where We Are on the Journey

Success in the age of the customer requires the ability to design, implement and manage experiences in a disciplined way.

Organizations can build this capability by following a four-phased path: Repair, Elevate, Optimize and Differentiate.

Each phase requires employees to adopt new, increasingly sophisticated experience management practices that fix what’s broken and prevent future problems.

Exp

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ence

Per

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ance

Years0 4

UMMC

2. Repair Phase Activities: Getting Good at Find&Fix

In the Repair Phase, our focus is on adopting practices that enable us to find broken experiences, fix them, and measure the results.

This approach builds expertise for our team and establishes our credibility for their efforts.

Best Practice What We Currently Do Our Opportunity

Collect operational data about customer interactions (e.g., timeto resolve a complaint, grievance; web pages viewed, errors encountered).

Collect PXR ops data: Case Capture Rate; CloseTime, 7-day Reg Compliance; 30-day Policy Compliance; Grievances by Area and Category

Develop multichannel Operations Insight program for holistic understanding of broken experiences.

Develop Find&Fix Program by leverage Lead Quality Committee, PXR reporting. Identify top broken experiences (types) by Unit and Category. Lead/facilitate root cause fixes with appropriate Units, Dept. Measure.

Develop external Experience metric, measurement strategy.

Collect unsolicited feedback from customers about their experiences with the organization (e.g., by mining calls, emails, or social media posts).

Patient Complaints, Grievance Develop comprehensive multi-channel VOC program; combining mined, Advisory Boards, Surveys and Operational insights. Gather and analyze insights for experience enhancements, innovations.

Solicit qualitative feedback from customers about their experiences with the organization (e.g., through surveys, interviews, or usability studies).

External Surveys (ex HCAHPS) Internal Truthpoint Surveys Patient Complaints, Grievances reporting Shining Star compliment cards Various Advisory Boards Dr/Nurse Communication Pilot – text field

Develop comprehensive multi-channel VOC program; combining mined, Advisory Boards, Surveys and Operational insights. Gather and analyze insights for experience enhancements, innovations.

Measure how customers perceive their interactions with the company (e.g., satisfaction with a specific experience, overall satisfaction).

External Surveys (ex HCAHPS) Identify and map key current experience journeys. Map VOC program insights to current state.

Develop and launch Design Guiding Principles.

Calculate measures of experience quality overall and by key customer groups, customer journeys, or quality attributes (e.g., friendliness, responsiveness).

Regulatory requirements (responsiveness) Identify key customer groups (Personas from new Ambulatory Clinic?) Adopt Experience definition. Develop and launch comprehensive strategy. Establish Effort and Responsive metrics based on Customer feedback.

Review experience metrics and project status regularly to monitor progress.

Lead Quality Committee Review Quality & Patient Experience Committee Quarterly Performance Dashboard Dr/Nurse Communication Pilot monitoring

Enhance Lead Quality metrics by adding external metrics (Effort, Responsiveness., etc.)

Enhance Quality & PX Experience Committee metrics by adding external metrics (Effort, Responsiveness)

Maintain a dedicated queue of current and proposed experience improvement projects.

Find&Fix program serves as project queue.

Facilitate coordination across groups that share responsibility for a given experience.

Lead, facilitate Find&Fix Program root cause improvements. Measure.

3. Develop a Comprehensive Experience Strategy

Our experience strategy must connect to the organization’s Brand Strategy (“North Star”).

Driving a healthier future• Experience

Patients and families first. Always.Every point of contact is designed to exceed expectations.Highly satisfied patients, families and referring physicians.

• ExcellenceExcellence in execution, implementation and outcomes.Clinicians, researchers and educators renowned in their fields.Programs of distinction.Top-decile outcomes across the adult and pediatrics care spectrum. Value leader. Top payer rankings.

• EngagementStronger together. Consistently rated a top place to work and practice medicine.

3. What is an Experience Strategy?

An experience strategy is the game plan that spells out the type of experience we intend to deliver.

Our Experience Strategy must:

1. Vividly describe the intended experience

2. Direct key activities and processes

3. Allocate resources

The No Cancellation Airline.Intuitive, Spirited, Personal.

Fanatical Support: Responsiveness,Ownership, Resourcefulness, Expertise and Transparency

• We will provide fast, easy access to credit for purchases

• We will build long-term relationships through trust

Trust. Cared For. Pleased.

3. Comprehensive Experience Strategy

EXPERIENCE Strategy delivers on the BrandStrategy and defines the Intended Experience

CULTURERecruit, hire, train and

communicate anchored in experience strategy

UNDERSTANDINGUnderstand the

experience and goals

DESIGNDesign and test to

ensure we support and deliver on the brand

GOVERNANCEOrganize and ensure

processes, policies and initiatives align to the experience strategy

MEASUREMENTMeasure and

monitor to the experience strategy

A clear “North Star”,Brand Strategy

Driving a healthier futureExperience• Patients and families first. Always.• Every point of contact is designed

to exceed expectations.• Highly satisfied patients, families and

referring physicians.

4. Operationalize the Experience Strategy

Experience differentiation requires a rigorous approach and structure to each of the Six Experience Disciplines.

Organizations that commit to a systematic approach –applying all six disciplines to change core business processes – are able to

improve their experience performance faster

and seamlessly.

Manage the experience in a proactive and systematic

way. Assigns responsibilities for changing business

processes.

GOVERNANCE

Source: Forrester The State Of Customer Experience Management 2013

Quantify the experience quality consistently across

the enterprise, give actionable insights to

employees and partners.

MEASUREMENT

Consistent, shared understanding of our

customers, their perception of interactions with the brand – real, actionable

insights

UNDERSTANDING

An experience strategy that aligns with the business

strategy and brand attributes. Becomes the

decision-making guide across the organization

STRATEGY

Envision and implement interactions to meet/exceed

needs – includes people, products, interfaces, services

and spaces across multiple touch-points.

DESIGN

A system of shared values and behaviors. Focuses employees on delivering a great customer

experience. Falls into three categories: hiring, socialization

and rewards.

CULTURE

What is ourEXPERIENCERoadmap?

FIRST – Adopt an Experience Definition

Recommended definition:

The sum of all interactions, shaped by an organization’s culture, that influences patient perceptions, across the continuum of care

SECOND – Develop an Experience Strategy

CULTURERecruit, hire, train and

communicate anchored in experience strategy

UNDERSTANDINGUnderstand the

experience and goals

DESIGNDesign and test to

ensure we support and deliver on the brand

GOVERNANCEOrganize and ensure

processes, policies and initiatives align to the experience strategy

MEASUREMENTMeasure and

monitor to the experience strategy

A clear “North Star”,Brand Strategy

SimpleConnectedCaring

Driving a healthier futureExperience• Patients and families first. Always.• Every point of contact is designed

to exceed expectations.• Highly satisfied patients, families and

referring physicians.

EXPERIENCE Strategy delivers on the BrandStrategy and defines the Intended Experience

Experience Strategy

Driving a healthier future

EXPERIENCE STRATEGY

DESIGN PRINCIPLES

• Clear

• Consistent

• Relevant

• Effortless

• Transparent

• Listen

• Partner

• Seamless

• Compassion

• Support

• Responsive

• Honest

BRAND STRATEGY

SIMPLE CONNECTED CARING

In order to accelerate our Experience Journey, we need to define the intended experience and provide sufficient guidance for employee activities and decision-making to bring about that intended experience.

Design Principles

SIMPLE CONNECTED CARING

• Clear. Communicate with me in a way I can understand.

• Consistent. Be dependable and reliable. Do what you say. Tell me the same ONE message.

• Relevant. Give me the most important information and tailor it to my preferences.

• Effortless. Make things easy and uncomplicated for me. Don’t’ make me “work”.

• Transparent. No surprises. Ever.

• Listen. Understand my concerns and needs and be my advocate.

• Partner. Involve me in decisions and always have my best interests in mind.

• Seamless. Make things work behind the scenes for me.

• Compassion. Understand what I’m going through. Be kind, gentle and show concern.

• Support. Give me tools, information and resources to support and help me in my health. Be on my side.

• Responsive. Be proactive, timely and thorough. Follow up with me. Keep me in the loop, always.

• Honest. Always be straightforward with me.

Our Experience Strategy is further defined through Design Principles that guide us in fixing and repairing broken experiences and in designing new interactions across the entire continuum of care (ecosystem) – journey and touchpoints.

THIRD – Operationalize the Experience Strategy

Apply measurements that alignwith our Experience Strategy

Inventory all feedback, survey initiatives for go/no-go opportunities

Measure results and refine Repair systems

Build Experience focus into hiring, training, rewards, and recognition

Apply proactive practices in Experience governance

Launch sustained Experience communications andsocialization program

Align customer and employee Experience

Model Experience and financial returns and apply in decisions

Include Experience impact in investment decisions

Integrate Experience design

Tie all roles to Experience

Drive and integrate Experience innovation

Align process and architecture withExperience goals

0-12 Months

PHASE 1

24+ Months+

PHASE 3

12-24 Months

PHASE 2

Stand up dedicated Governance operation

Unify RepairPrepare to Elevate

Systematize Repairand Start to Elevate

Optimize and Differentiate

Operationalize Design Principles though tools and processes (ex Design Toolkit, Design Reviews)

Launch Fix and Repair program. Begin executing on Repair Fixes.

Aligning Current Initiatives

Our Initiatives Align to Our Experience StrategyDriving a healthier future

EXPERIENCE STRATEGY

DESIGN PRINCIPLES

Listen

Partner

Seamless

Compassion

Support

Responsive

Honest

BRAND STRATEGY

SIMPLE CONNECTED CARING

INITIATIVES

o Communication PilotClear

o REDE Clear, Transparent

o Open NotesTransparent

o Patient Promise, ExperienceClear

o Patient Promise, ExcellenceClear

o Patient Promise, EngagementEffortless

o Communication PilotListen

o REDEListen, Partner

o Open NotesPartner

o Integrative NursingPartner

o Patient Promises, ExcellenceListen, Partner

o Communication PilotCompassion

o Integrative NursingCompassion

o Open NotesHonest

o Patient Promises, ExcellenceCompassion

o Patient Promises, EngagementSupport

Clear

Consistent

Relevant

Effortless

Transparent

Recap

How do we shape our Experience?

1. Adopt a common definition of Experience

2. Understand where we are on the journey – Repair Phase

3. Develop a comprehensive Experience Strategy

4. Operationalize the Experience Strategy

What is our Experience Roadmap?

1. Adopt an Experience Definition The sum of all interactions, shaped by an organization’s culture, that influences patient perceptions, across the continuum of care

2. Develop an Experience Strategy Simple. Connected. Caring.

3. Operationalize the Experience StrategyPhase 1 – 0-12 months: Unify Repair. Prepare to ElevatePhase 2 – 12-24 months: Systematize Repair and Start to Elevate.Phase 3 – 24+ months: Optimize and Differentiate

EXPERIENCE STRATEGY

Delivering on New Healthcare Expectations

Nancy YaklichDirector of Experience07.17.2015