The document appears to be a pre-assignment for a service design course. It provides three potential topics or trends for the assignment:
1. The rise of religious "nones" and how this trend could impact traditional and organized religion.
2. The increasing reliance on technology and how "our heads are in the cloud." This could relate to issues around dependency on computers and technology failures.
3. The idea that "nature is over" and how humans now dominate nature, questioning the balance between nature and human-made environments.
The document asks the student to choose one of the three topics or trends for their assignment and provides example prompts for each relating to different industries and business models.
This document discusses intrapersonal health communication and social marketing strategies. It provides an overview of the health belief model, which aims to explain health behavior changes based on individuals' attitudes and beliefs about susceptibility, severity, benefits, and barriers. The document also describes Planned Parenthood Regina's STI awareness campaign, which used humor and direct messages to educate people about getting tested, as their testing procedure is easy. The campaign was associated with a 50% increase in testing.
The document discusses the components and potential of digital health, including applications, devices, and infrastructure. It describes how digital health can improve clinical care, patient safety, information dissemination, and chronic condition management. The document also discusses physician communities on social media, mobile apps for physicians and consumers, online care using telehealth, and envisions the future of digital health becoming integrated into everyday healthcare.
Quality and Excellence in Healthcare: Best PracticesReynaldo Joson
The document discusses best practices in quality and excellence in healthcare. It begins with operational definitions of key terms like "quality" and "performance excellence". It then outlines how to aim for best practices, including developing a comprehensive set of at least 25 best practices across various areas like leadership, operations etc. The processes of developing a best practice over 3 years is also described. Finally, examples of potential best practices for hospitals are mentioned, including strategic planning conferences conducted every 3 years and the use of a balanced scorecard at MDH and CMZ hospitals. The presentation aims to provide guidance on setting high standards of excellence in healthcare organizations.
Organizational Structure Of A Hospital[1]jawadorak
The organizational structure of a hospital facilitates efficient management by establishing lines of authority and accountability. Larger hospitals have more complex structures than smaller facilities. Hospital departments are generally grouped into administration services, informational services, therapeutic services, diagnostic services, and support services. Administration oversees budgets, policies and public relations. Informational services handle admissions, billing, records and technology. Therapeutic services provide treatment. Diagnostic services determine causes of illness or injury. Support services maintain supplies and the facility. Understanding the organizational chart helps navigate a hospital's departments and staff.
Putting Patients Back at the Center of Healthcare: How CMS Measures Prioritiz...Health Catalyst
Today’s healthcare encounters are too often marked by more clinician screen time than patient-clinician engagement. Increasing regulatory reporting burdens are diverting clinician attention from their true priority—the patient. To put patients back at the center of care, CMS introduced its Meaningful Measures framework in 2017. The initiative identifies the highest priorities for quality measurement and improvement, with the goal of aligning measures with CMS strategic goals, including the following:
Empowering patients and clinicians to make decisions about their healthcare.
Supporting innovative approaches to improve quality, safety, accessibility, and affordability.
The document discusses creating a value-based healthcare system focused on patient outcomes and costs. It recommends organizing multidisciplinary teams around patient conditions, measuring outcomes and costs by condition, and developing bundled payments to compensate providers for treating a condition over the full cycle of care. The document also provides an example of Martini Klinik in Germany, which achieves better prostate cancer outcomes than average hospitals through dedicated teams, extensive outcomes tracking, and peer comparison.
Digital health care technology is transforming hospitals. While technology offers opportunities to improve quality, safety and efficiency, fully digitizing healthcare and replacing clinical judgement with algorithms is still a long way off. Hospitals need to focus on using technology to support, not replace, clinicians. Success requires balancing the needs of people, processes and technology, and managing risks from unintended consequences and legal compliance issues. The ultimate goal remains providing high quality, patient-centered care.
This document provides an overview of population health management. It begins by describing the transformation from individual to population health management and identifies available models and best practices. The document then details effective tactics used to manage a population, such as risk stratification, predictive modeling, and targeted interventions. It concludes by listing available methods to measure program and intervention effectiveness.
Definition: Patient-Centered Care
Definition Patient-centered care (patient centred care): “Is a model in which providers partner with families to identify and satisfy the full range of patient needs and preferences.”
To expand this definition, patient-centered care is dependent on the involvement of the staff and care team as well.
“To succeed, a patient-centered approach must also address the staff experience as staff’s ability and inclination to effectively care for patients is unquestionably compromised if they do not feel care for themselves" (Picker Institute).
Researchers from Harvard Medical School, on behalf of Picker Institute and The Commonwealth Fund, defined seven primary dimensions of patient-centered care model.
These factors are identified as:
Respect for patients’ values, preferences and expressed needs
Coordination and integration of care
Information, communication and education
Physical comfort
Emotional support and alleviation of fear and anxiety
Involvement of family and friends
Transition and continuity
Presenting this set of slides with name - Healthcare Sector Analysis Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of sixty four slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Clinical pathways are multidisciplinary plans that embed evidence-based best practices into patient care to improve outcomes and efficiency. They originated from process mapping in engineering and were later adapted for healthcare. Clinical pathways standardize care for common conditions while allowing flexibility for individual patients. When combined with clinical practice guidelines, pathways can reinforce evidence-based practices and support clinical decision making. However, pathways must be carefully implemented and evaluated to ensure they do not discourage personalized care or reduce quality.
ACCELERATE DATA: Traditional medicine and physicians cannot scale to deliver high-quality healthcare. New technologies and models of care are key enablers to drive better health outcomes at lower cost. The proof will be in the data, but traditional research and clinical testing yield painfully slow results. Medical knowledge comes from carefully accelerating Data -- traditionally pre-clinical and human experimental data -- either to prove or disprove whether new technologies, medicines, processes or incentives are actually superior. Today, researchers and patients can capture, aggregate and communicate new types of data, yielding faster insights and patient impact.
HACK HEALTHCARE: Medicine needs more Hackers -- clever engineers and designers to re-architect healthcare systems and invent new technologies. Some areas of healthcare are not hackable and must prove experiments down a traditional plodding path. However, health professionals and engineers can accelerate medical innovation across many diseases by applying techniques from high technology to healthcare. Borrowing philosophies from Silicon Valley and MIT for rapid product design, lean startup methodologies, workflow re-engineering, novel data collection, big data analysis, and info publishing can accelerate data generation.
Katherine Kolcaba developed Comfort Theory over several years through extensive research and analysis of the concept of comfort. She defined comfort as having relief, ease, and transcendence of needs met across physical, psychospiritual, sociocultural, and environmental contexts. The theory proposes that when nursing interventions effectively meet patients' comfort needs, it leads to enhanced comfort, positive health behaviors, and improved institutional integrity. Comfort Theory has been widely adopted and tested in nursing and other health fields. It provides a useful framework for measuring and improving patient comfort.
Mayo Clinic is the largest integrated not-for-profit medical group founded over 100 years ago in Rochester. It provides exceptional healthcare across many specialties and leads in fields like cancer, heart disease, and respiratory disorders. Mayo Clinic is ranked the #1 hospital in the US and top 10 in most medical specialties. It prioritizes patient needs, conducts medical research, and operates a medical and graduate school to advance healthcare.
This document summarizes a presentation about sustainable healthcare. It discusses how sustainability adds value to organizations, employees, customers, and communities. Specific benefits mentioned include improved employee morale, more efficient business processes, and stronger public image. Examples are given of how healthcare organizations like Adelante Healthcare have implemented sustainable practices that improve facilities and save on expenses. The presentation argues that sustainability aligns with and helps accomplish business goals in the healthcare industry while also providing health benefits.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
This document provides an overview of a makeup workshop. It begins with introductions and an agenda that covers skin, color, layers, looks, brands and a wrap up. Key topics discussed include determining skin type and undertone, the different layers of makeup application including primer, foundation, concealer, powder, bronzer, blush, eye primer, eyeshadow, eyeliner, mascara and lips. Finishes, colors, application techniques and reasons for using different products are explained. Hands-on exercises guide participants through practicing determining skin features and applying different makeup looks. Costs of common makeup brands and styles are also reviewed.
This presentation outlines our process in researching and creating a management dashboard for the emergency department at Halifax Helath. The goal was to identify a Halifax Health user who would benefit from a management dashboard (showing key performance indicators, key result indicators, and a dashboard related to learning and innovation) related to their experiences within a chaotic emergency department. The design team's assumptions were to create a dashboard for the CEO of the hospital, but were quickly proven otherwise as we realized the real needs of key players working within the emergency room.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Hunter Cattle Company - Strategic RecommendationsLauren Peters
The goal of the analysis was to create recommendations to help Hunter Cattle develop a growth strategy aligned with organizational objectives. Research activities included stakeholder interviews, content analysis, and an operations audit. Recommendations are based on principles of balance, accountability, consistency, scalability, and engagement. Specific recommendations include implementing systems to track inventory and finances, establishing contracts and requirements for vendors and partners, and evaluating current relationships to ensure strategic alignment.
Singapore’s National EHR - Adaptive Architecture for Transformation and Innov...Peter Tan
The document discusses Singapore's national electronic health record system. It provides context on Singapore's healthcare ecosystem, including demographics and existing initiatives. It outlines Singapore's vision for an integrated healthcare system, with the goal of establishing a pyramid model anchored by regional hospitals that provides step-down care and links acute hospitals to community hospitals and services.
MAC was founded in Toronto in 1991 by makeup artists Frank Angelo and Frank Toskan. They opened their first store in New York that year, designing products for professionals but now selling to consumers worldwide. MAC gained popularity through word-of-mouth and magazine credits. Nordstrom was the first US department store to sell MAC, helping establish its financial success. MAC is known for high quality and celebrity endorsements. They offer a wide range of products and launch new seasonal items to match trends.
This document discusses trends in digital hospital adoption in Asia Pacific based on data from the HIMSS Analytics EMR Adoption Model. It finds that while adoption has increased, most hospitals remain in the early stages. Key challenges to adoption include lack of resources, infrastructure, and incentives. Adopting electronic medical records (EMRs) can improve patient safety, quality of care, and access through benefits like standardized data, clinical decision support, and closed-loop medication administration as hospitals progress through stages of the model.
The Future of Education in the American SouthLauren Peters
This report outlines futures scenarios and supporting information surrounding the future of Education in the American South and was created by a group of multidisciplinary designers at SCAD for the Design Management Design Futures class of Winter 2014.
In collaboration with the GoToMeeting team and Citrix, this is a presentation outlining our prototyping process to create concepts around Brainstorming.
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
This document outlines methods for innovating service concepts within the holistic healthcare sector. It discusses analyzing trends to generate ideas, creating new market spaces through strategic frameworks, mapping customer jobs to understand needs, and thinking laterally using dichotomies and paradoxes. Specific trends, sectors, opportunities, and ideas are presented for enhancing customer experiences and attracting new customers in holistic health. The document provides detailed outlines and frameworks to guide innovation in this service area.
Retail Health Clinic Summit 2009 - The Massachusetts Experience and Lessons L...David Harlow
- Retail health clinics operate in a heavily regulated environment, especially in Massachusetts where organized medicine opposed them and regulations delayed their development.
- The first MinuteClinic opened in Massachusetts in 2008 under regulations establishing "limited service clinics" staffed by nurse practitioners.
- Future success of retail clinics faces threats like nurse practitioner shortages and competition from online medical visits, but opportunities exist through alliances with health systems and serving patients with chronic conditions.
This document discusses vCareConnect's patient readmission offering. It notes that preventable hospital readmissions cost Medicare $12 billion annually and potentially preventable hospitalizations cost $31 billion in the US each year. vCareConnect aims to improve patient care outside the hospital through features like educational materials, appointment reminders, medication alerts, and 24/7 nurse support to reduce readmission rates and costs.
This document contains insights from a qualitative study about sleep patterns. Seven key insights are discussed: 1) Reflection causes Zzzzs - users monitor their sleep through reflection and technology. 2) Sharing is caring - users adapt habits due to sharing bedrooms. 3) My room, my style - users see their bedroom as an extension of themselves. 4) Technological distractions?! - users see technology as distracting from sleep. 5) Try before I buy - users want to try products before purchasing. 6) I feel like I'm buying a car - purchasing bedroom items feels intimidating. 7) Stop and smell the roses - users strive to find relaxation in their routines. For each insight, opportunities are identified and potential design
The document discusses developing an eHealth business model for chronic diseases based on experience from the Lodzkie Region of Poland. It outlines the assumptions, definition, and methodology used, and provides examples of business models for eHealth ventures. The models illustrate key partners, activities, value propositions, customer relationships and segments, channels, costs, and revenue streams. The conclusions state that the business model canvas methodology is simple, practical, and evidence-based for developing innovative eHealth models.
Best Practices, LLC is a research and consulting firm that provides benchmarking reports and advisory services to pharmaceutical, biotech, and medical device companies. It has nearly two decades of experience working with top companies in these industries. BPLLC's services include conducting research to identify best practices in areas like sales, product development, and medical affairs. It collects both quantitative and qualitative data through surveys and interviews to understand how industry leaders approach various challenges. BPLLC then analyzes the data and presents actionable recommendations and insights to help clients optimize their organizations and outperform competitors. Many of BPLLC's past clients report marked improvements after implementing the strategies and practices it identified.
Accenture provides IT solutions to the healthcare industry including payers, providers, and patients. They have worked with 21 of the top 25 health payers in the US, 41 of the top 100 hospitals, and over 125 public health organizations in more than 20 countries. Accenture creates applications to improve communication between clients and their customers, generates thought leadership around healthcare cybersecurity, and uses gamification to incentivize behavioral changes among users.
This document discusses considerations for launching a specialty product. It emphasizes the importance of demonstrating value through clinical and cost effectiveness data, ensuring patient access to therapy, and generating data to support value claims. It provides tips for defining goals, building an integrated team, and refining a launch strategy focused on these priorities. The strategy should consider innovative contracting, outcomes-based agreements, and communicating the right evidence to the right audiences. Overall, the document stresses that demonstrating value is critical for specialty product launches, especially with increased attention on healthcare costs.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
Bear Stearns 2003 Global Healthcare Conference Presentationfinance2
John Hammergren, CEO of McKesson Corporation, presented at the 2003 Bear Stearns Global Healthcare Conference. He outlined McKesson's mission to advance healthcare and success of its partners. McKesson offers comprehensive products and services across pharmaceutical distribution, medical supplies, automation technology, and clinical software. McKesson aims to leverage its size, customer base, and solutions to create value for customers and shareholders through improved quality, reduced costs, and sustained financial performance across its business segments.
McKesson provides concise summaries of their business in 3 sentences:
McKesson is a leading healthcare services and information technology company with the #1 market share in pharmaceutical distribution, automation solutions, and medical-surgical supplies. They leverage their scale across business units like Pharmaceutical Solutions, Information Solutions, and Medical-Surgical Solutions to improve clinical outcomes and reduce costs for customers through their "One McKesson" strategy of comprehensive offerings and services. McKesson reported solid financial results for Q2 and the first half of FY04 with revenue growth of 14% and 27% EPS growth, driven by strong performance in Pharmaceutical Solutions.
The document discusses several topics related to marketing and business including:
1. The four focuses of running a business: financially driven, product driven, sales driven, and market driven.
2. Five steps to marketing: attraction, value, uniqueness, authority, and relationship.
3. The objectives of marketing which are to get the right product promoted in the right way, sold at the right price, distributed at the right place profitably.
4. Examples of e-marketing techniques like affiliate programs, search engine optimization, email campaigns, and mobile phone marketing.
CROSSOVER Group is an international technology company with a presence across Europe. It has several subsidiary companies that focus on different areas like security, enterprise solutions, communication, and education. The company generates revenue from insurance, banking, industry, services, telecommunications, consumer, and other sectors. It aims to provide innovative and comprehensive solutions through expertise in areas such as security, enterprise management, education, marketing, and cloud services.
1) Strong service brands are created by delivering an integrated, thorough service experience that meets or exceeds customer expectations. Mayo Clinic has built a strong brand through assembling expertise to address each patient's individual needs.
2) Marketing communications are secondary to customer experience in building great service brands. While advertising can create awareness, strong brands require delivering great products and services that match or surpass customer expectations.
3) For labour-intensive services, employees directly performing the service are the most important brand representatives. Their actions transform brand aspirations into customers' actual brand experiences.
pManifold Introduction to Consulting PracticepManifold
pManifold is an information and advisory services company that catalyzes emerging business models through research, consulting, and stakeholder engagement. It helps clients meet their strategic needs within time and budget constraints by providing deliverables such as strategic plans, due diligence reports, and organizational redesigns. pManifold takes a systematic approach to discover clients' strengths and market needs, define strategic opportunities, and drive change implementation.
This is the summary of a webinar I delivered in November 2012 on Health Outcomes Liaisons and their roles in supporting managed care busines and ACO business.
Consulting start-ups provide tremendous support to companies and assist them across various fields such as business strategy, manufacturing and supply chain, sales and marketing, human resources, and so on. These companies have to tackle many challenges, since they cater to a variety of fields.
This document discusses business model innovation and provides definitions and frameworks for understanding business models. It begins by defining innovation and discussing challenges with innovating. It then presents frameworks for analyzing different dimensions of a business model, including offerings, delivery, processes, and the overall business model. Key components of the business model canvas framework are outlined, including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities, partnerships, and cost structure. The document emphasizes exploring opportunities outside current markets and focusing on a company's core competencies for strategic innovation. It provides examples of business model innovation from various industries.
1. The document discusses partner marketing and how to improve relationships with partners to drive conversion. It emphasizes developing progressive partnerships through understanding partners' businesses and adding value.
2. The iris approach involves defining strategic paths and shared growth agendas with partners. It also focuses on field teams, brand effect, consumer behavior and marketing support to optimize partner activities.
3. Dashboards are used to track partner strategies, observations, and opportunities for briefs that accelerate brands and add value through differentiated products and services. The goal is influencing purchase both in and outside of retail through long-term progressive partnerships.
This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
A-HA! Moving research from a cost centre to a knowledge centrepeteraharris
delivered at ESOMAR Asia Pac in Beijing April 09. How using online research communities to moving research from a cost centre to a knowledge centre and put the customer at the centre of the business
Pov healthcare communication draft_20111204thomeu2012
The document discusses communication challenges in the pharmaceutical industry. It notes that while doctors want higher quality information from fewer sales reps, pharma companies face difficulties meeting these demands. Regulations heavily constrain advertising content to doctors. As a result, communication often lacks impact, creativity, and relevance for doctors. The industry needs to fine-tune rules to allow more relevant messaging while maintaining information clarity and attention to receptors' needs. Improved knowledge of customers and more tailored content, channels, and timing could help pharma companies better communicate about health care.
Similar to BMC Holistic Health & Retail Clinics (20)
The document outlines an agenda for an idea generation workshop. The workshop goals are to generate a wide range of ideas, be creative, and build upon each other's concepts. The team goals are to avoid saying no, focus on quantity, and build on others' ideas. The agenda includes icebreakers, exercises for generating concepts individually and in groups, and sharing ideas. The exercises provide directions, templates, and tools to facilitate idea generation around design directions, trends, personas, dichotomies, and storyboarding scenarios.
The document describes a service called E-Wasted that allows users to send in their electronic waste in exchange for receiving a custom robot created by a maker. The process involves users browsing E-Wasted's website, learning about makers, selecting a robot design, shipping their e-waste, receiving updates on the robot's creation, and ultimately getting the finished robot along with a thank you gift of alcohol. E-Wasted then generates ongoing revenue through optional upgrades and subscriptions to control robot apps.
A fun service created from words chosen out of a hat:
Industry: Parcel Delivery
Adjectives: Ditsy, Spiritual, Controlling
Touchpoints: Drone, Space Ship
Brand + Service (Disney & Ford: Holistic Health)Lauren Peters
This document describes two concepts for mobile health platforms adhered to the Disney and Ford brands. For Disney, the concept is "dFIT" which aims to empower children to make their own health choices through a personalized smart healthcare platform. For Ford, the concept is "Living Tree" which guides families with personalized providers to co-create flexible health plans and include friendly competition. Both concepts are positioned to cater to families' busy schedules while achieving long-term health goals.
The document outlines Disney's brand strategy, including their vision, mission, values, audience, personality, and positioning statement. It also includes brand maps comparing Disney to competitors in media networks and amusement parks. There is a gap between Disney's desired identity as family-focused entertainment and their conceived identity, with some seeing them as less innovative and more commercially driven.
The document analyzes ten design and service design toolkits: Blue Ocean Strategy, Business Model Generation, Human Centered Design, Gamestorming, Design For Intent, 101 Design Methods, ServiceDesignTools.org, Design For Growth, This Is Service Design Thinking, and Double Diamond. It discusses who the intended audiences are for each toolkit and compares the toolkits based on factors like intended use, simplicity vs complexity, and influence of individual tools. Spider diagrams and other visuals are used to segment the different toolkits.
1. THE BUSINESS MODEL CANVAS
serv 724, professor Robert Bau
Lauren Peters
MFA Design for Service Innovation
September 20, 2012
1
2. The Holistic Healthcare Industry
With the absense of innovation in the Holistic Healthcare
realm, industries such as “Hospitals” and “Retail Clinics”
have been observed.
Hospitals are begining to offer holistic health services with
no huge emphasis on its benefits compared to traditional
medicine. Retail clinics are also important for their relevance
in today’s changing healthcare market.
2
3. Who are the major players?
Hospital Industry (#621399) Retail Clinic Industry (#446100)
• Massachusetts General Hospital • Walgreens Co - Take Care Clinic
• The Mayo Clinic • CVS - MinuiteClinic
• John Hopkins Hospital • Walmart - The Clinic
• The Cleveland Clinic • Target - Clinic
3
4. What are the most common business models?
Strategic Choices
Product
Leadership
Operational Customer
Excellence Intimacy
4
5. What are the key innovations in the last 5-10 years?
Innovation Matrix
Strategic Platform Service Package Delivery System Branding & Comms
Transformation
Optimization
5
6. What are the key innovations in the last 5-10 years?
Innovation Matrix
Strategic Platform Service Package Delivery System Branding & Comms
Transformation
Innovation
Mayo Clinic is the only
hospital with an internal
innovation group. Delivery
Mayo Clinic is the only
hospital that closely Comms.
focuses on customer
Mayo Clinic is a leader
intimacy.
in communication
transparency.
Optimization
6
7. What are the key innovations in the last 5-10 years?
Innovation Matrix
Strategic Platform Service Package Delivery System Branding & Comms
Transformation
Strategy
Like its competitors,
Johns Hopkins strives
to offer the best
Offerings
technology and talent.
Johns Hopkins is a
leader in University
collaboration.
Optimization
7
8. What are the key innovations in the last 5-10 years?
Innovation Matrix
Strategic Platform Service Package Delivery System Branding & Comms
Transformation
Experiences
Offers easy accessible
and affordable dcare
just like competitors.
Services
Target optimized
fully packaged retail
Branding & Comms
Optimization
pharmacy and clinic
Among the many who
services.
have optimized 21st
Century branding and
comm opportunities.
8
9. What are the key innovations in the last 5-10 years?
Growth Matrix
New clinic Accessible
Retail Clinics experiences Home healthcare Retail clinics
Self-help
products
Hospitals
Self-help
New
Both Industries Outsourcing New
product education
procedures
design
Private Practices Luxury
rehab New
facilities treatments Rx & medical
apps
Offering
Slow introduction of
holistic services
Medical Online holistic
tablets services
Hospital process directories
protocol
optimization
Existing
Holistic Healthcare
Organizations
Electronic
New product medical records
Waiting room design
optimization (fitbit)
Existing New
Customer Group 9
11. Hospital Holistic Health - Business Model Canvas
PARTNERS PROCESSES OFFERINGS RELATIONSHIPS CUSTOMERS
Human
Resources Facility for The sick
IT Company Patient the sick
Services Personal
Prevention Assistance
Other Logistics services
hospitals Diagnosis Family & Friends
Fire Dedicated of the sick
Dept Emergency & Rehabilitation Personal
Hospital Intake services Assistance
Police Doctors, nurses,
Dept techs, other staff
Transportation
Local MD
Specialists RESOURCES CHANNELS
People with
BENEFITS Websites insurance
Ambulance Tech (IT) Learning about
Service Hospital Equipment their conditions Hospital & Clinic
Staff Facilities Medical students
Emotional (Residents)
stability
Medical Medical Family Other offsite
University Equipment stability facilities
Mobile
Patient Applications
Comfort with Volunteers
National & Local Management hospital staff
Fundraising Orgs Systems TV Commercials
COST STRUCTURE REVENUE STREAM
Uninsured Accepting cash
Hospital patients Charging insurance for services
Hospital maintanence Non-profit for services
equipiment Tax Benefits
Salaries & Fundraising Accepting grants Accepting
Marketing/ Hospital Food events for research
Advertising Training Donations
11
12. Hospital Holistic Health
SWOT Analysis
Stregths Weaknesses Opportunities Threats
• Strong process protocol • Too many silos to • Take advantage of placing • Over-complicated
accomodate protocol to services within the retail operations may one day
• Partnerships with industry implode from the inside out or
universities keeps talent fresh • Too large to make any become completely irrelevant
innovative changes • Study independant holistic in our future society
• Most hospitals compete health practices to innovate
through product leadership, • With so much product within • Does not allow ogranization
providing the best and innovation, unable to focus to step back and innovate in
brightest research and talent on the rise of social needs of • Take advantage and start other centers of the BMC
with high patient success rates consumers and patients a voice for the sustainbility
movement in regards to • Focusing on only product
• Have made necessary • Do not have enough time health and wellness leadership makes them blind
steps to create calming to focus on innovating for and slow to adapt to society
environments for patient customer intimacy changes (insurance policies,
rooms and waiting rooms social needs of patients)
• They feel they can ‘get
by’ by continuously offering • If they do not adapt more
excellent products quickly to mobile technology
and social changes, they
will become irrelevant
organizations, while newer
and better services/private
practices pop-up
12
13. Hospital Holistic Health
Four Action Framework
Remove Reduce Raise Add
• Irrelevant partnerships • The complexity of inter- • The culture of the hospitals • An internal innovation group
• Ancient rules and protocol department relationships brand promise • More customer groups to the
• The transparency of who offerings
people are, processes, and prices • Smarter ways to increase
• The importance and training of revenue
Business Model Canvas volunteer services
13
14. Hospital Holistic Health
What if?
• What if we expanded services to • What if we had one stramlined
the poor, uninsured? electronic system to keep track of
records?
• What if we hired consultancies to
re-evaluate all of our protocol? • What if we created our own
partners from previous customer
• What if we co-created this service relationships?
with our patients?
• What if we provided inexpensive
• What if we created community premiums or subscription plans
outlets for our services? for our services?
• What if we designed our logistics • What if we were more
to be more resilient to STEEP transparent about these
change? (social, technological, premiums?
economical, environmental, political)
• What if we offered more
• What if our services benefit the education on grass-roots
patients in a holistic way without healthcare?
transfering them to other silos?
• What if we provided
transparency and education of
performing our services?
14
16. Retail Clinics - Business Model Canvas
PARTNERS PROCESSES OFFERINGS RELATIONSHIPS CUSTOMERS
Facility for
Patient acute care
Services
Drug Store
Doctor/nurse Personal The sick
interaction Prevention Assistance
education
Warehouse Logistics
Superstore Diagnosis
All ranges
of income
RESOURCES CHANNELS
BENEFITS
Tech (IT) They can afford Clinic Facilities
Local Hospitals Clinic Equipment their care
Staff Short waiting Website
times Nurses and
Medical They know Mobile other staff
Equipment what they are Applications
paying for
Local Nursing Patient
Homes Management The hospital TV Commercials
Systems is close to home
COST STRUCTURE REVENUE STREAM
Clinic
maintanence
Clinic Accepting cash
Salaries & Charging insurance for services
equipiment for services
Marketing/ Training
Advertising
16
17. Retail Clinics
SWOT Analysis
Stregths Weaknesses Opportunities Threats
• Small enough to handle • Slow process to adjust to • Still a new industry, can • The competition is high
simplified process protocol STEEP changes, have to go continue testing service ideas since retail clinics are so
through approval process from easy to implement, must
• More of an opportunity to retail store first • Offer different types of continue to innovate
adjust to STEEP changes healthcare rather than just the
• All retail clinics and services normal acute care services • It will be easy for another
• Still a new industry, lots of seem the same, hard for (ex: Holistic Health) clinic to quickly stand out
opportunity to stand out patients to differentiate among the rest because the
between them • Provide educational playing field is so similar
• Small environment allows services for self-help and/
for close provider/patient • Current facilities are very or educational services for • It will be easy for another
relationships small and do not allow for prevention clinic to quickly stand out
expansion among the rest because the
• Location allows clinic to • Connect to the community playing field is so similar
serve all levels of income • Current revenue stream is needs outside the retail store
too minimal for such a service
17
18. Retail Clinics
Four Action Framework
Remove Reduce Raise Add
• n/a • Ambiguity in clinic services • Specialization to the promise • Opportunity for patients to
• Opportunity to use once-and- of the clinic’s brand have a voice in improving the
a-while • Importance of a customized service
patient experience • More social channels for
• Opportunity to create long patients to spread the word
Business Model Canvas lasting relationships w/ patients
18
19. Retail Clinics
What if?
• What if we created our • What if our services benefit the
own partners from previous patients in a holistic way rather
customer relationships? than just treating symptoms?
• What if we only accepted cash • What if our patients became
and not insurance for payment advocates by creating their own
of services? social campaigns for us?
• What if we provided • What if we could hire
subscriptions or membership volunteers and/or students to
options for payment? help with services?
• What if we provided dedicated • What if we could serve local
personal assistance to build students who were interested
trust and ensure the best patient in applying their education to
services? practice?
• What if we created a
suggestion channel to improve
our services?
19
20. THANK YOU
serv 724, professor Robert Bau
Lauren Peters
MFA Design for Service Innovation
September 20, 2012
20
22. Assignment 1 / Option A
The Rise of
the Nones
Google Dating & Escort Services Trend
Google is not afraid to apprach Current dating services are mainly only The nones are highly spiritual
new industry sectors to conduct online; could be introduced as brick & people, yet they reject traditional
their business. mortar services. and organized religion.
They are ahead of the Current dating services are based on Is there a similarity in their overall
curve in services offered: traiditional models of online dating. thinking to reject traditional ways
including capabilities in of seeing things: including politics,
technology,marketing, and Current dating services may be based technology, consuming, social
interaction design. on traditional ways of dating, “Can we behavior, etc.
innovate the act of Dating?”
Naics code: 729903
22
23. Assignment 1 / Option B
Your Head is
in the Cloud
Disney Credit Unions Trend
Disney is one of the most magical As a consumer, I’m noticing iconic “We are becoming symbiotic with
places in the world. banks battling for customer service. our computer tools.”
Their rebrands and new marketing
The “Imagineers” are known for ploys are interesting, yet I feel no one is There’s nothing more terrible than
strategically thinking through all still doing it right. having our computers fail us. Then
of their service touchpoints, and what will we do?
provide endless amusement for Everything is becoming automted in
all ages. the banking industry; can we reverse Our culture is having a ‘balance’ war
this and still save money? with everything we are consuming.
This includes how much tech is too
Naics code: 522130 much, how much nature is too little.
Do you dig it?
23
24. Assignment 1 / Option C
Nature is
Over
Walmart Holistic Health Care Trend
Whole Foods is one of the largest Holistic health includes all aspects “It is no longer us against ‘Nature.’
grossing organic grocery stores in of people’s needs: psychological, Instead, it’s we who decide what
the nation and have a strong brand physical, social and spiritual, and nature is and what it will be.“
promise throughout their service should all be seen as a whole.
touchpoints. If there is no longer a balance
I have a personal liking to holistic between nature and human-made,
Unfortunately, their current health initiatives and feel that these what is the balance of our new-
channels (website, social media, services are uneccessarily siloed and/ found domination?
blog, advertising/marketing) do or priced too high for the everyday
not do their brand justice. pereson to access.
Naics code: 621399
24
25. Option A Option B Option C
The Rise of Your Head is Nature Is
the Nones in the Cloud Over
25