Philips is a healthcare technology leader. Over the last years, the company has broadened its market position, from being a medical equipment vendor into also offering digital services for patients and healthcare professionals.
In response to hospitals' growing need for delivering outstanding care and improving performance at a lower cost, Philips saw the opportunity to offer a new service and set up a multidisciplinary to conceptualize, prototype, validate, and pilot the service.
The result is Performance Bridge, a suite of services that uses diagnostic equipment data in combination with Philips' consulting and maintenance services to support hospital departments in effectively utilizing their equipment, scheduling examination times, and planning maintenance downtime.
The challenge was broad, "how can Philips deliver a service for hospital performance?" Through a series of stakeholder workshops, close contact with medical staff, and the involvement of Philips units who regularly interact with hospitals, we were able to determine the target personas, define the value proposition, and explore monetization strategies.
This approach allowed us to go from having assumptions about hospitals' needs to establishing a strategic direction and service vision. Having a core multidisciplinary team consisting of strategy, design, tech, and marketing provided a broad grasp of the organizational strengths and challenges, technological limitations, and customers' expectations.
Providing services represented a fundamental change for Philips; it meant moving from selling hospital equipment to offering services around those products. This shift would potentially impact multiple units in the organization.
In collaboration with several departments, we mapped the end-to-end vision and a detailed service blueprint. This allowed us to identify the roles and internal activities that would be critical to successfully offering the service, leverage existing knowledge and capabilities, and engage employees who would implement or deliver the service.
The vision was clear but was it feasible, and under what timeline? We set out for a week hackathon to prototype different service touchpoints to fully understand the service limitations and scope a minimum service that could be rolled out for pilot within a short time.
We built a working prototype of the dashboard to test data quality and how it could be presented to create the most value, and roleplayed scenarios like the call center to tune the multichannel experience and understand further organizational changes required.