Designing digi-physical care experience
Opening new primary healthcare centres in France*
Livi decided to expand its care offering in physical space by opening Centre de Santé, or primary healthcare centres in partnership with Elsan, a leader in private hospitalisation in France.
Being such a big strategic project, a lot of stakeholders from strategy, medical quality, operations, RnD and marketing were involved in the project but the day-to-day working was handled by:
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Operations Project Manager,
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Project Manager (Strategy),
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Product team including Product Manager, Product Designer and 3 Developers
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Service Designer (hi, thats me)
*Note: Business sensitive information has been restrained, hence limited artefacts and details are shared
Challenge of coherency and coordination
-The project had to be started from scratch, taking into consideration the vision of the partners.
-Maintaining coherency with the existing physical care service in Sweden and
-Making sure the physical centres are an extension of the existing digital service in France.
The project presented a huge challenge of coordinating processes in the centre and the product.
Major responsibilities
- Enable alignment and co-creation
- Coordinate parts to design a coherent whole
- Challenge, inform and track decisions
exploration
creation
reflection
implementation
(Stickdorn Service Design Process, 2012)
- comparative study between Sweden and France.
- Current experiences in France
- Patient Vision workshop
- Service blueprint
- Decision mapping
- Blueprint walkthroughs
- Alignment workshops
- Desktop walkthrough
- Iterative testing
- roll-out planning
- vision user journeys
Major tasks conducted during the project
Sep 2021
Jul 2022
"You are evolving in a complex professional ecosystem with quickly evolving processes, tools & user experiences? You want to secure your activity by having a vigilant truth keeper able to identify issues in anticipation? Then let me introduce you to Anu & her Service Designer skills !"
- Théo Labare-Pareige ( Operations Development Manager, Livi France), Operations lead for the Digi-physical project
Not starting from scratch
Kry has around 20 healthcare clinics in Sweden. A ton of experience to draw from while being cautious of the difference in context.
Using resources, talking to stakeholders, and conducting observations in clinics I worked on a deck- What to learn from Sweden's Digi-physical offering explaining the experiences, comparing health systems in Sweden and France, and pointing out potential similarities and differences. I also highlighted initiatives that could serve as analogous experiences.
It helped France market team be
- prepared for collaboration with the team in Sweden,
- using their capabilities in the right place and
- anticipate and challenge their assumptions about the setup in France.
Selling vision through story
Livi and Elsan had to be aligned in the vision to start building the project. I worked with the Product designer to create 3 stories covering potential end-to-end user journeys giving a glimpse of the experience we want to build.
Since the end vision and launch experience would be fairly different, the biggest challenge was to keep all stakeholders on the same page about it.
We went for the ideal launch experience, something beyond MVP but not too far-fetched.
I also worked on a high-level journey map from the patient perspective, to give stakeholders a digestible overview that could open the scope for discussion. This was used both before the presentation to onboard, and after the presentation to decide the key points and align. The stakeholders also used it post the meeting to reflect and communicate further thoughts. Making a traditional company working with just excel sheets, indulge, interact and appreciate the journey map seemed like a personal win, apart from their increased confidence in Livi due to the clarity of the session.
The whole picture and source of truth
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Living document
The biggest part of my role on the project was to map the service blueprint and I feel it had the biggest impact too. I worked with different stakeholders to shape and map the future experience in our healthcare centres. It included detailed actions and interactions of patients, clinicians, receptionists and healthcare centre manager. The backstage processes and actions of HQ administrators were also included.
The biggest challenge was to evolve it as we moved ahead in the project so I tried to keep it a LIVING DOCUMENT, inviting comments, post-its all over and brought up specific topics with stakeholders in 1-1 meeting to fill in the gaps and update the changes.
Designing the small wonders
A lot of stakeholders worked independently on parts, since this was a long project often they missed previous details. I constantly mapped decisions and their impact on different users and parts of the journey. This allowed us to see issues early and adapt to ensure a smooth experience throughout.
Intentional, contextual touchpoints
The blueprint also helped inform product, process and communication decisions as the experience mapped served as a guide. For example, I added points in the journey where we can nudge the patients to download the app, this informed the pitch and other material being developed by the Communications and Operations team and pushed them to keep it contextual.
Since this was such a massive service, with too many stakeholders involved and constant change in decisions. The blueprint served as a source of truth.
- Helped central clinician team understand France market needs for the redesign of clinician product
- Used for tracking decisions, highlighting gaps and pending topics
- Was used by developers during tech discovery
- Used by CDS Manager and Operations team as a base for writing process manuals
- Blueprint walkthrough session to quickly onboard new stakeholders
- Allowed to get feedback from diverse stakeholders
Making them see the problem.
Since I collaborated with multiple stakeholders, 2 months into the project I saw a lack of alignment on strategic decisions. There were too many meetings, PoCs, decision makers and the stakeholders were carrying different truths.
I brought it up and wanted to conduct a blueprint walkthrough to align the team, but I only got 30 minutes.
(I realised I had to make stakeholders see the problem, help them solve it and also sell service design so I get 3 hours the next time)
Previous walkthroughs has led to collection of questions being put on an excel never to be seen again so I knew I had to adapt. I worked on high level decision tracker and keeping a connection to the phases of blueprint to still maintain the experience centred core.
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5 minutes into the meeting, everyone saw that there was a problem.
We spent the next 40 minutes (yes, they stayed longer) discussing and left the meeting much more aligned and with a clear list of actions. Following this, I conducted alignment walkthroughs with the service blueprint from time to time to maintain alignment.
Service in Space
The project manager was working closely with architects to the new healthcare centre and asked if product team had any inputs. I saw this as an opportunity to enable product, operations and strategy stakeholders see beyond individual tasks and think about the whole experience. Space is a huge part of the experience and it was important to see if the service we have planned works with the space we are planning.
I organised a workshop Service in Space a way of experience prototyping incorporating elements from service safari and desktop walkthrough.
The objective was to get more insights on what should the space look like, how would different users experience the space. The feedback, insights and questions would allow for a more informed discussion with the architects.
seeing experiences, not just tasks
I also had an intrinsic objective, to shift the approach from set of tasks and actions to seeing it as experience with repetitive tasks, change in knowledge etc. that will span over a long duration of time
I pushed the team to think about a day in their life and how the user will move around using some prompts.
The patient profiles explored included extreme users with diverse need pushing them to think about accessibility throughout.
By end of the session, Project Manager had better arguments for more waiting space at reception, Operations started thinking about lockers, key tags, alarms and product team saw so many gaps that product can help tackle - like room allocation.
Seeing beyond MVP, finding a vision
Once we had the MVP in place, we saw a need for us to align on the future vision for our patients so that we can design in the right direction and plan our roadmaps accordingly.
Senior Product Designer came with idea of vision workshop - think without constraints. We worked together to design and facilitate a 2 day workshop involving designers, product managers, operations stakeholders and healthcare centre managers
Viable to value
Re-serving the insights fodder
We had extensive research, to let the insights drive the workshop - I worked on a pre-read capturing major insights mapping them across the patient experience.
We presented it to get the teams started.
Divided in two teams, participants spent time listing pain points and discussing them within the team. I analysed all the inputs and presented a summary next day. This served as a starting point for ideation.
Ideation workshop facilitated teams to come with concepts targeting different pain points. They presented the solution in form of storytelling. At the end of the workshop we had 3 interesting directions to build up our patient experience vision, some inspired faces and 2 happy facilitators.
Making results actionable
We conducted a debrief with designers to deliberate on how to use the results going ahead. The head of design suggested to one of the deliverables to be design principles that could be used as a metric for design decisions. On deliberation, design principles needed to be same for all markets so we went with specific guiding principles for FR digi-physical experience.
We held a co-creation session with the France design team, where I presented the analysis of the workshop results and different possible directions that came out of it. We worked on the inputs to draft 2 guiding principles for the patient experience.
Drafting guiding principles
Apart from these activities I worked closely with the team helping them test and roll out new features. I also collaborated on the topics around data separation, and patient consent to help clarify the set-up in France. I produced resources incorporating legal, technical and user perspective and enabled collaboration between Fr RnD, legal team and central data teams.
"Anubhuti has been a key asset for Kry Livi. I have worked hand in hand with her on three top priority strategic projects. Those projects were complex, with a great variety of stakeholders and Anubhuti has always brought clarity, alignment and identified blockers thanks to the different workshops she organized and visualisations she created."
- Dauphine Dewavrin ( Product Manager, Livi France) , Product lead for the Digi-physical project