If we are looking to improve an existing service, our blueprint has given us a pretty good overview of the component parts of the service and how these are experienced over time. If we are developing something entirely new, we may have less detail but some idea of people’s needs and what some of the key touchpoints might be. Before going further into the details and committing significant resources to the project, we need to develop the service proposition. Read More
In the not-too-distant past, I recall companies’ forcing me to call them to resolve any issues I had. Whether it was my bank, my cable company, or my health-insurance provider, I first tried to find answers and support on their Web site, then if I couldn’t get the help I needed online, I’d reluctantly call customer service. The customer experience (CX) was excruciating—the complex, interactive voice response (IVR) system, the redundant requests for my personal information and details regarding why I was calling, and the hoops I had to jump through to get to a human being. I was frustrated not only as a customer but also as a service-design expert who knew all too well the many customer-experience laws they were breaking, for example:
Make it seamless.
Make it predictive.
Make it intuitive.
Make it intelligent.
But what was the biggest law they broke? Give me options.Read More
Most people are aware of the evolving state of healthcare today—whether they’ve personally experienced the plethora of issues that healthcare presents or have read the many news reports covering the industry. As a service designer who is constantly identifying and solving problems, I have always been fascinated with the truly wicked problem that healthcare presents. Considering the broad scope of healthcare and its many stakeholders—including the government, healthcare providers, payers, pharmaceutical companies, and pharmacies—the problem seems almost impossible to address.
But patient demand is driving big changes. People’s experiences across industries are elevating their expectations of the healthcare industry. As a consequence, companies are reinventing themselves through acquisitions and partnerships to address the healthcare system’s legacy issues. Examples include CVS’s acquisition of Aetna and JP Morgan Chase, Amazon, and Berkshire Hathaway partnering to create Haven. Plus, people are taking more ownership of their health and are adopting digital health technology such as wearables and remote tracking to support their expectations and behaviors. Read More