ABOUT OUR CLIENT
The client is a health services and innovation company that combines data and analytics with technology and expertise. Their product is designed to reduce costs and improve accuracy for a variety of healthcare organizations.
The company was looking to improve the working relationship with their dominant customer. Over time, it had become clear that by adjusting their engagement model they could better focus on the success of their product.
Between the two companies, there were numerous duplicate processes as well as inconsistent support, both of which were causing a certain amount of friction. Additionally, the processes that were available began to give way to something that resembled an order taking system, which our client knew wasn’t as effective as structured processes. Even the most talented people will be forced to work unnaturally hard when process is lacking.
To be successful long term, the company needed an experienced partner to help them determine and implement a new engagement model as well as to establish a process appropriate for a company of their size.
WHAT WE DID
Because the client’s engagement model was a key to their success, it’s where we began — with deep stakeholder assessments and an evaluation of the way they were currently operating. Once a model was determined, we drafted a Function Relationship Map to help validate it. Essentially, the map was a simple visual that outlined inputs and outputs in terms of where exchanges would occur, rather than by the people that would do them. It allowed the company to strip out the possible people-bias and focus purely on the workflow.
From there, we were able to dive into the bigger work of model building and process development — driven by the needs of the organization as much as by their collective experience with process. To ensure adoption, we created a custom set of processes that the client could understand readily and implement quickly. We also involved “process performers” in the design — a step that created “live buyin” for processes these individuals would be expected to use after implementation.
In total, this initiative amounted to a very large business transformation. To help prepare our client for launch, we did change-readiness and change-magnitude assessments. These assessments helped them properly understand the scope of the change and how prepared their people were for it. This is an important step to facilitating adoption of processes among cross-functional teams in a large transition.
Finally, we established recommendations for customer satisfaction that would allow them to better assess their progress over time. The chosen method, a Customer Effort Score, focuses on a single measure: how much effort a customer puts into their request. This straightforward score is not only manageable, but also appropriate for a service-oriented company, where the most important measure is how frictionless the experience is.
THE DIFFERENCE WE MADE
The client described the initiative as an “evolution of the company” — one that allowed them to move from virtually no process to an established process. This fundamental shift in their engagement model has allowed them to not only operate more effectively, but also to establish a baseline for future optimization.