The document discusses building connected health products using design thinking. It begins with an introduction to connected products and the complexity of designing experiences and technologies together. The rest of the agenda is summarized as follows: The presenters discuss using a connected insulin injector case study to brainstorm problems and functionality. They explore conceptual models to understand how to represent truth and continuity across the system. The discussion shifts to viewing products as services and mapping the patient journey and assumptions. Finally, they cover how to influence behavior change through understanding motivation and ability and incorporating triggers into the product design.

1. TO BUILD CONNECTED HEALTH
PRODUCTS PEOPLE LOVE
Connected Health Conference
October 27, 2017
Shaun Gummere
Vice President
Service Design
Conor Sheehan
Principal Designer
THE POWER OF DESIGN THINKING

2. AGENDA
INTRO
PRODUCT STRATEGY
PRODUCT AS SERVICE
BEHAVIOR CHANGE
WRAP UP

3. A CONNECTED PRODUCT
In simplest terms—the highest level of abstracJon—a
connected product is a thing with connecJvity, it can sense,
and it may be able to actuate.

5. IT’S COMPLICATED
No longer a single transac@on
Not a simple physical ar@fact
Expresses a long-running service
Generates data
And, needs to fit into your life

6. EXPERIENCE AND TECHNOLOGY
ARE TIGHTLY COUPLED

12. LET’S GET STARTED

13. CONNECTED INSULIN INJECTOR
Auto injectors have been on market for a few years. They provide
significant service to those with diabetes because they allow for
automated injection, metering of amount, and systems can take
action against issues via remote monitoring of the patient.
By creating a smarter insulin injector we can:
• monitor glucose levels in real time
• report that info along with auto injection info to the physician
• sync EMR & patient data in real time

14. LIST AS MANY PROBLEM AREAS
AS YOU CAN THINK OF
THE CHALLENGE
10 MIN

15. WHAT HAPPENS WHERE?

17. FUNCTIONALITY & UI
INTERACTION MODEL: WHAT HAPPENS WHERE?
What functionality does the product have?
What does the device do and what does the app do?
What’s the UI and does it live on the device, on the app, or both?
What state is reflected where?
20 MIN

18. TRUTH IN A SYSTEM

19. CONTINUITY & LATENCY
CONCEPTUAL MODEL: TRUTH IN THE SYSTEM
Your device is functioning correctly, but data is interrupted. It no
longer is transmitting in real time to the doctor/EMR. What should
the user know? If this happens for 1 hour. What about 3 days?
10 MIN

20. PRODUCT AS SERVICE

21. SOME JUST KINDA “HAPPEN”

22. OTHERS ARE CAREFULLY DESIGNED

23. SERVICE DESIGN
Experience between a person and a single
touchpoint, usually a digital product
Orchestrated experience between all parts of the
service, from people, to places, to interfaces
service designuser experience
—Jamin Hegeman

24. patients
service
interactions
constituents
products processes &
workflow
systems &
technologies
structurepolicies culture
patient
experience
clinician
experience
SERVICE DESIGN APPROACH

25. THE PATIENT JOURNEY
SERVICE EXPERIENCE
Where does the patient journey begin? What interactions does the
patient have with caregivers, electronic messages, delivery by mail,
etc? What’s the emotional cadence?
20 MIN

26. ASSUMPTIONS
SERVICE EXPERIENCE
Review your map and make note of all the assumptions made.
What are they and how might you move from assumed to known?
5 MIN

27. BEHAVIOR

29. “
“The ultimate goal of a habit-forming product is to solve the user’s pain
by creating an association so that the user identifies the company’s
product or service as the source of relief. First, the company must identify
the particular frustration or pain point in emotional terms, rather than
product features. These common needs are timeless and universal. Yet
talking to users to reveal these wants will likely prove ineffective because
they themselves don’t know which emotions motivate them.”
NIR EYAL
HOOKED: HOW TO BUILD HABIT FORMING PRODUCTS

31. ABILITY: SIX FACTORS
Time
Money/Cost
Physical Effort
Cognitive Load
Social Deviance
Non-Routine

32. “
“There are many counterintuitive and surprising ways companies
can boost users’ motivation or increase their ability by
understanding heuristics—the mental shortcuts we take to make
decisions and form opinions.”
NIR EYAL
HOOKED: HOW TO BUILD HABIT FORMING PRODUCTS
“

33. MOTIVATION & ABILITY
THE SCARCITY EFFECT
In an experiment, one jar held ten cookies while the
other contained just two. “Although the cookies and jars
were identical, participants valued the ones in the near-
empty jar more highly. The appearance of scarcity
affected their perception of value.“
THE FRAMING EFFECT
”The mind takes shortcuts informed by our surroundings
to make quick and sometimes erroneous judgments.”
When a world class violinist performed his concert in the
subway station, few stopped to listen. But when framed
in the context of a concert hall, tickets would sell out in a
few days at extremely high prices.
THE ANCHORING EFFECT
“People often anchor to one piece of information when
making a decision.” If you see a product at 50% off, you
may buy it even if it’s more expensive than the same
product, which is not on sale.
THE ENDOWED PROGRESS EFFECT
“Two groups of customers were given punch cards
awarding a free car wash once the cards were fully
punched. One group was given a blank punch card with
eight squares; the other was given a punch card with ten
squares that came with two free punches. Both groups still
had to purchase eight car washes to receive a free wash;
however, the second group of customers — those that were
given two free punches— had a staggering 82 percent
higher completion rate.”

34. ABILITY
BEHAVIOR
How might you design your product so it incorporated an internal
trigger? How might you influence user’s perceptions to adopt the
right behavior?
10 MIN

35. WRAP UP
Use design thinking to understand what people desire—build empathy and make to learn
Recognize that connected products are a service—design for service
Adoption isn’t enough—design for habits to drive behavioral change over time
Build your product strategy up from these insights—manage complexity.

36. THANKS!
Shaun Gummere
Vice President
Service Design
Conor Sheehan
Principal Designer
320 Congress Street | Boston, MA 02210
www.cantina.co