2016 - Amsterdam, NL

Philips

Designing services to improve hospital performance

Creating a flexible suite of services for hospital departments to enhance operational performance and be cost effective while providing quality patient care.

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Image by Rawpixel via Unsplash
CHALLENGE & RESULT

Due to budget cuts, hospitals increasingly struggle to keep the balance between performance, cost and quality of care.

As hospital technology leader, Philips gathered a team of designers, technology and business experts to design service solutions that would help hospitals maintain quality of care while increasing operational productivity.

The result is Performance Bridge, a suite of services that enables hospitals to continuously improve their operational performance by using data from different hospital equipment - like CT and MRI - as well as leveraging maintenance and support services that are already part of Philips offers.

Philips_Service_journey
A workshop with stakeholders validating the service vision
THE APPROACH

Using service design to tackle a business challenge

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. 

Crafting the service blueprint to tackle an organisational shift: Servitization

Providing hospitals with a suite of services represented a fundamental change within Philips; the company was moving from selling hospital equipment to offering services around those products (servitization). Given the scope of the project this shift meant that multiple departments would be impacted. Creating an end-to-end customer journey and a detailed service blueprint allowed us to identify those departments - as well as roles and internal activities - that would be crucial to implement and deliver the new service.

Philips_ServiceDesign_Workshop
A session with internal stakeholders mapping the service offer
Involving the organisation during the design process, to pave the way for implementation

Both the customer journey and the blueprint were created hand in hand with the impacted departments; by working together we were able to leverage existing knowledge and capabilities within the organisation. Additionally, involving them through the service design process would reduce resistance to change and facilitate implementation.

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Internal ideation workshop 
Prototyping the service experience 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 build a working prototype of the dashboard - to test the quality and value of equipment data -  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.
Philips_Roleplaying_Service_prototype
Using roleplay to prototype non-digital interactions
KAY LEARNING
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.
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.
Philips_mockup_Dashboard
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Want to know more?

Drop me a line! I am always happy to chat over coffee - and cake.
Drop me a line! I am always happy to chat over coffee - and cake.
mhocki@gmail.com
mhocki@gmail.com
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Maria Hock - 2018