Getting Started

Prophet and GE Healthcare Camden Group have identified a set of market archetypes for patient experience. Systems should seek to understand which they fit into, which is their “starting point“ for improvement.

The following framework assesses your current state, and helps chart a path forward…

Which archetype best describes your organization?
Archetype Details Lagging
Establishing buy-in for patient experience
Identifying the patient experience north star
Developing a roadmap for effective implementation
Looking for opportunities to innovate and integrate
Leadership & Patient Experience Definition Lacks established patient experience business case, definition and leader to champion the cause Leadership distracted by short-term priorities; definition limited to HCAHPS metrics Leaders internally aligned around vision for patient experience with leader accountability; patients experience defined at a system-level rather than inclusive of patients' broader health Broadly views patient experience as all interactions across the patients’ healthcare journey; patient experience embedded within all quality-improvement initiatives
Consumer Understanding Patient needs not an input to experience design Leverages basic understanding of consumers to inform marketing and communications Collects patient feedback through a formalized process, struggles to prioritize initiatives due to financial and technology constraints Patient needs and consumer-centric mindset drives experience design
People A lack of integrated people, tools, and technologies prevents employees from focusing on consumers Employees do not fully understand the patient experience strategy or the importance of it Employees understand the organization’s vision for patient experience but feel overwhelmed by the disconnected initiatives Integrated people, operations, and technologies enabling clinicians to focus on consumers
Tech Slow to innovate and invest in new technologies, focuses on mandated technologies such as ICD-10 and EMR Deploys technologies primarily with diagnostic and clinical use cases Invests primarily in process-focused initiatives (e.g., billing, scheduling, workflow) Leverages sophisticated clinical and consumer technologies to meet unmet patient needs across the holistic journey
Metrics Rarely tracks metrics beyond basic patient quality and safety metrics Evaluates patient experience success solely based on HCAHPS metrics Leverages HCAHPS yet has isolated metrics for specific issues and departments Organizational metrics are inclusive of HCAHPS but also go beyond, looking at people, operations, and technology jointly
Operations & Implementation Patient experience efforts happen in pockets and are either not measured or are assumed to be in HCAHPS scores Patient experience efforts are aligned and deployed around a finite set of prioritized experiences and HCAHPS metrics Patient experience efforts are aligned around a patient experience strategy with clearly defined KPIs that go beyond the system and HCAHPS scores Patient experience efforts are embedded throughout the operations and culture and measured by KPIs that go beyond the system

Done correctly, improving the patient experience can also drive meaningful operational efficiency - it doesn’t have to be a tradeoff

Prophet and GEHC Camden Group can help systems deliberately move forward – toward both a ‘branded experience’ and an improved bottom line

Diagnostics & Prescription

Assess your organization’s current state and archetype and outline the necessary future steps, tools and investments and cost potential savings


Execute the outlined prescription that includes the required strategic and operational components


Archetype Audit
Identifies the archetype your organization falls under

Cost-Savings Calculator
Estimates the financial opportunity of evolving your current patient experience

Revenue Opportunity Calculator
Identifies opportunities and quantifies their potential upside for future revenue


A thorough diagnostic will reveal the most pressing issues your organization faces and what strategic and operational components are needed. These will inform the prescription that includes the necessary future steps, tools and investments.

Strategic Components

Consumer segmentation

Journey mapping

Service line value proposition

Operational Component

Pilot design & operationalization

Chapter Three

 The Path to Success


About the Study