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Repairing a broken delivery channel to improve service access

After five years of operation, this home healthcare service was hampered by a disjointed patient experience, driving low NPS and a money-losing balance sheet. Furthermore, the cross-functional team was frustrated with both the service outcomes and the working model for delivery.

How We Helped

  • We helped re-establish the core team, kicking off with a fresh set of team norms and values
  • We conducted rapid research with customers in order to understand what was working well, what wasn’t, and what their expectations of the service were
  • We led a series of large-scale cross-functional workshops to map out the current and future service journey, identifying what would need to change in the underlying systems and processes as we went (with the side benefit that we rebuilt relationships and buy-in as we demonstrated a willingness to listen and learn!)
  • We worked closely with a designer to develop, refine, and test prototypes for a new discovery, purchase, and appointment management experience

Key Insights

  • Patients saw the value proposition of this service as something that reduced effort and offered convenience; its practical implementation was instead frustrating and created more problems than it solved in some cases. Aligning the value delivery with value proposition was vital.
  • Patients had key questions about the service, its availability, and its total cost that weren't being effectively answered early in their purchase journey, and in some cases created nasty cost surprises downstream in the journey
  • The cross-functional team was deeply siloed, and no one had full visibility into the end-to-end journey across channels and functions, creating ample room for broken hand-offs and frustrated delivery. Deep service blueprinting and stakeholder engagement helped to create shared context, soothe frustrations, and provide a common view of the service going forward

Outcome

The service relaunched in early 2023 with a new patient experience at the core, saw a dramatic increase in NPS, shifted into profitability, and has been beating annual growth targets YOY for three years in a row.