2016 - Amsterdam, NL

Philips

Due to budget cuts hospitals struggle to increase operational performance while ensuring quality of care. 

As healthcare technology leader, Philips developed Performance Bridge, a suite of services that uses data from hospital equipment - like CT and MRI - and leverages maintenance and support services from Philips, in order to support hospitals in providing quality care while remaining cost-effective.

My role: Service Design & UX Design - at Essense Service Design

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APPROACH

Tackling a business challenge through Service Design

The project applied different user centred and service design methodologies to understand customers, define the value proposition and design the service offer.

Additionally, the service was developed incrementally, where improvements resulted of customer validation as well as identified technology and organisational limitations. 

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A workshop with stakeholders validating the service vision
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Offering digital services implied an organisational shift, which would impact several business units.

Providing services represented a fundamental change for Philips; it meant  moving from selling hospital equipment to offering services around those products - servitization. This shift would potentially impact multiple units in the organisation.

Creating an end-to-end customer journey and a detailed service blueprint allowed us to identify key departments, roles and internal activities that would be crucial to implement and deliver the new service.

Image: Mapping the service experience. Details are confidential.

Involving the organisation during the design process, paved the way for implementation.

Both the customer journey and the service blueprint were created hand in hand with relevant departments; by working together we were able to leverage existing knowledge and capabilities within the organisation.

Additionally, involving different stakeholders through the service design process would reduce resistance to change and facilitate implementation.

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A workshop with stakeholders designing the digital touchpoints

Prototyping the service experience allowed us to identify risks, scope an MVP and plan further releases.

The blueprint illustrated a vision for the new servive, but was this vision feasible and under what timeline? To answer these questions, we set out for a week hackathon where different touchpoints were prototyped to fully understand the service limitations and scope a minimum service that could be rolled out for pilot within a short time.

During this week, we built a working prototype of the dashboard - to test data quality and value -  and roleplayed scenarios for the call centre and personal assistant in order to tune the multichannel experience and understand further organisational changes required.

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Prototyping the online platform during the hackathon.
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Using roleplay to prototype non-digital interactions

KEY LEARNING

It was important to identify the business units that would be impacted by the new offer, but actually involving them along the design process was crucial for the project's success.
It was important to identify the business units that would be impacted by the new offer, but actually involving them throughout the design process was crucial for the project's success.
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Selected work

Maria Hock work
MING Labs - Business & Service Design, Research
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Philips - Service Design, UX Design 
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Biosense Technologies - Service Design, Research 

Want to know more?

Drop me a line! I am always happy to chat over coffee - and cake.

mhocki@gmail.com

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Maria Hock - 2019