By changing the way we see large businesses and government, we can begin to understand what should be changed.
Service Blueprinting can be a powerful way to bring people together from different product lines, service lines, and disciplines. In this lightning talk session, Ally will share her own experience of using service blueprints in design for healthcare.
You will walk away with an understanding of how service blueprints are created and ways in which the resulting knowledge can immediately begin to transform how you do business.
3. â An Analogy
â A Story about a Service Blueprint
â Identifying Opportunities for Change
â Resources
â Questions?
AGENDA
3BLUEPRINT FOR CHANGE : ALLY REEVES
14. A complex client working in lab
diagnostics looking for ways to
improve patient experience and
overall health outcomes.
WHERE I BEGA N
14BLUEPRINT FOR CHANGE : ALLY REEVES
15. WHAT WE WER E
ASKED TO DO
15BLUEPRINT FOR CHANGE : ALLY REEVES
DOZ ENS OF SOFTWARE PRODUCTS:
WITH PRODUCTS CREATED AND
KILLED EACH YEAR
PHYSICAL TEST CENTERS
EMBEDDED CLINICIANS
LOGISTICS PICK /UP AND DROP OFF
TEAMS
LABORATORIES
DIRECT-TO PATIENT SERVICES
INSURANCE SERVICE TEAMS
we build experiences in the
form of digital solutionsâŠ
oh yes we do that too
âŠbut somehow it hasnât worked
out for us so farâŠ
21. âIf we're going to be successful in this new
world, we need to see information as a
workable material and learn to architect it
in a way that gets us to our goals.â
â Abby Covert
29. Massive ecosystem = one blueprint per
user!
Knowing who knows what is key!
The hard work is worth it. Do your
homework!
Some tools are multitools!
Sometimes improving the user experience
means improving the experience of those
who serve and assist the user.
THINGS WE LEA R NEDâŠ
29BLUEPRINT FOR CHANGE : ALLY REEVES
30. ID ENTIFYING
O P PORTUNITIES
FOR CHANGE
30
WORKING WITH THE ALLIGATORS
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WHAT WE LOOK FOR:
We look for gaps in services and products that
support the customer journey. These are
segments of the journey that have little or no
supporting products and services.
We look for clusters : these are a small step in
the overall journey where services and
products may be overlapping or confusing as a
user looks for a way to complete the next step
in a task or process.
CLUSTERSGAPS
We look for pain points related
speciïŹcally to quantity of products and
services: these steps in a user journey are
not well supported or excessively serviced
we note room for improvement.
PAIN POINTS
We look for bridges : these are channels of with
one or more products or services provide
consistent support through a number of steps in
the user journey.
BRIDGES
We look for fractured channels: where the user
journey splinters across multiple channels or from
multiple channels to a single channel: this can
indicate rough transitions for users.
FRACTURED CHANNELS
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Services are clustered in only two parts parts of the patient journey
CLUSTERS
GAPS
Our client is absent from a signiïŹcant portion of the user journey.
CLUSTERS
GAPS
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Many pain points are related to lack of information or uncertainty about our
clientâs services and value proposition. Customers either do not anticipate a
product or service is available; in some cases they are aware of products, but
donât know why they should choose to use this clientâs product.
PAIN POINTS
One key patient application provides the most signiïŹcant level of support
throughout the patient journey.
BRIDGES
TOUCH-POINTS
PAINPOINTS
34. 34BLUEPRINT FOR CHANGE : ALLY REEVES
Patients experience fractured channels and multiple
handoïŹs between touch-points :
Related to location
âą At this locationâŠ
âą At that locationâŠ
Related to3rd party Services
âą When primarily using this competitor toolâŠ
Related toDevices
âą When primarily using this device, then switching to
mobileâŠ
FRACTURED CHANNELS
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HMMMâŠTHIS THING IS PRETTY DENSE! THIS THING IS HUGE AND THE INFO IS PRETTY DENSE.
DESIGNER SAYS: CLIENT SAYS: