UX STRAT USA 2015 presentation by Lada Gorlenko, UX Director, Artefact

1. Lada Gorlenko | Artefact
UX Strategy for Patient-Centric Healthcare
UX STRAT 2015

2. 2
Case study
How to bring UX and
business strategies together
– in healthcare and beyond

3. 3
The context

4. 4
Artefact
A design and innovation company
that creates products and services
for a preferable future

5. 5
Group Health
Cooperative (GHC)
A non-profit health care system
that coordinates care and coverage
for 600,000 members

6. Population Health
Management (PHM)
A program to engage Group Health
members in health & wellness
activities that lead to healthier
lifestyle

7. Because let’s face it
Most Americans could do better
to have a better, healthier life

9. 9
Brief for Artefact
Create comprehensive, long-
lasting and member-centric
business requirements for PHM

10. 10
Reframing
How can Group Health support
sustainable behavioral change
of its members?

11. 11
Key questions
• What behaviors do we want to change?
• What do GHC members need to do to
change those behaviors?
• What can Group Health do to support
members in what they need to do?
UX Strategy
UX Strategy
Business
Requirements

12. 12
Business Strategy  UX Strategy  Business
Requirements

13. 13
The approach

14. Understand the
business
Understand the
members
Define the desired
outcomes
Create mechanisms
to enable them

15. 15
Activities
• Multi-phase sequence of SME workshops
• Each phase uses the materials generated
earlier, extends them, and adds details to
the same broader picture

16. 16
Framing questions
Outcomes
Project implications

17. 17
Understanding
the business
Stakeholders
Program objectives

18. 18
A good strategy is
business-centered

19. Understanding
stakeholders: questions
• Who is involved and how?
• What is the process? What is the
organizational culture?
• How can we improve organizational
experience through this
engagement?

20. Understanding
stakeholders:
outcomes
Unique project approach =
engaging the organization based on its
distinctive needs, attributes & behaviors

21. 21
Project implications
1. Made the project a case for engagement
2. Skipped new research in favor of mining
organizational knowledge
3. Skipped ‘fancy deliverables’ to focus on
knowledge transfer to the client

22. 2 months, 2 people
• 30+ sessions total
• 20+ SME workshops
• 25+ SMEs across the
business

23. Mapping business
objectives: questions
• How do program objectives relate
to each other?
• What outcomes do they enable?
• How does each objective depend
on each target audience?
• How do different business units
contribute to each objective?

24. Mapping business
objectives: outcomes
Map of Business Objectives =
connecting success of each objective
to other objectives, specific target
audiences and individual business
units

25. 25
Project implications
1. Re-framed the program perspective
2. Re-prioritized target audiences
3. Clarified how each business unit
contributes to each objective

26. 26
Understanding
the members
Healthcare Mindset Model
Target audiences

27. 27
A good strategy is
people-centered

28. Understanding
healthcare mindset:
questions
• What influences people’s attitudes
and behaviors about their
wellbeing?
• How can these factors be
meaningfully classified?

29. Understanding
healthcare mindset:
outcomes
Healthcare Mindset & Behavior Model
= defining what’s important to making
decisions and changing behaviors
related to health and wellness

30. 30
Project implications
• Developed an operational framework
of key influences relevant to health
engagement, across all audiences

31. Understanding target
segments: questions
• What is the most appropriate way to
look at the target population?
• How do existing segmentations fit?
• Which segments are in/out of
scope?
• What are the most interesting
stories to tell about the target
audiences?
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2690331/table/tbl2/
http://www.england.nhs.uk/wp-content/uploads/2014/09/1-seg-strat.pdf

32. Understanding target
segments: outcomes
Health Engagement Segmentation =
looking at target audiences in a way
that matches the program objectives
Set of Personas =
telling the stories of target segments

33. 33
Project implications
1. Avoided reinventing the wheel
2. Taught the client how to use rich
research insights
3. Connected a large body of knowledge

34. 34
Defining the
desired outcome
Behavior Change Journeys

35. 35
A good strategy has
clearly defined
outcomes

36. Defining Change
Journeys: questions
• What does short-term success look
like for each target persona?
• What is long-term success?
• What does each persona need to
do to get from one state to another?

37. Defining Change
Journeys: outcomes
Change Journeys =
defining the desired outcomes and
action items for each target audience
in different points in time

38. 38
Project implications
1. Made tacit knowledge explicit and shared
across all stakeholders
2. Detailed the desired behavioral change
3. Had honest informed discussions about
program expectations and success metrics

39. 39
Creating mechanisms
to enable the change
Core cross-audience opportunities
Knowledge transfer

40. 40
A good strategy
lives after you leave

41. Creating the
mechanisms: questions
• How can we support key steps in
the transformation of each
persona?
• What are the common themes?
• What does the business need to do
to enable each common theme?
• What are the common business
requirements across themes?

42. Creating the
mechanisms: outcomes
8 PHM opportunities = critical avenues
to impact multiple audiences
17 use cases = stand-alone building
blocks of related business
requirements
98 high-level business requirements =
individual business investments to
support the identified opportunities

44. 44
Project implications
1. Fully connected the UX strategy with the
business strategy and requirements
2. Enabled clear opportunity prioritization
3. Mapped existing services to the new
strategy and identified gaps

45. Knowledge transfer:
questions
• How can we ensure that the client
can continue the work we started?
• How can we ensure that the
strategy can accommodate
change?

46. Knowledge transfer:
outcomes
Project Manual =
detailing the what, how and why of
everything we did during the project

47. 47
Project implications
1. Gave the client confidence that they
can justify every requirement
2. Taught them how to be Design
Thinkers
3. Established a long-term partnership
between Artefact and GHC

48. 48
Takeaways

49. 49
1. Connecting UX and
business strategies means
understanding the business
to the degree you understand
the users, and then more.

50. 50
2. Being specific about the
desired outcomes makes a UX
strategy specific, feasible and
practical.

51. 51
3. In creating strategies, the
process is a vital part of the
deliverable.

52. 52
“This is wonderful.
Thank you for the detail, for
taking the complex project
and showing us how to
simplify it, for making us look
good.”
--- PHM Program Director

53. 53
5 signs of a robust strategy
• Tailored to the organization
• Focused on people
• Has clearly defined outcomes
• Lives after you leave
• Makes complex things simple

54. We conceive, design, and develop technology products and
services for the 21st century
Artefact was founded in 2006 and has a rapidly-growing staff of researchers, software
developers, business developers, brand strategists, and visual, industrial, and interaction
designers. Our company was founded by two Microsoft veterans, Gavin Kelly and Rob
Girling, to become one of the world’s premier strategic design firms focused on software-
mediated experiences.
Our mission is to consistently deliver second-to-none quality, insight, creativity, and
business value for our clients.
artefactgroup.com