The Path to Success

The good news: Providers are starting to think about patient experience holistically; simultaneously focusing on people, investing in technology, and expanding the ways and places in which they deliver care.

For providers to succeed in the long-term, the patient experiences they deliver must:

1 Be holistic in nature. Recognize the patient experience goes beyond just the clinical aspect.
2 Empower healthcare professionals to do what they do best.
3 Think differently about buying, integrating and enabling technology.
4 Develop merger, acquisition and partnership strategies around the patient experience.
5 Move beyond “fixing what is broken” mentality and start embracing creation of a unique experience.

The best providers—the ones thinking about a holistic patient experience—are already seeing a strong return and increase in customer satisfaction scores.

Kaiser Permanente has the highest customer loyalty ranking in the health insurance category with an NPS score 19 points higher than the industry average. Their satisfaction scores are on par with companies such as Apple, Amazon and Trader Joe’s.*

*Kaiser Permanente 2014 Annual Report

People—staff and employees—need to feel empowered since they play a critical role with customers. When they are happy, patients are happy.

The experience people have with healthcare staff has a very strong impact on the overall experience. Happy and engaged employees mean more satisfied patients and, ultimately, financial gain.

Hospitals with Highly Engaged Staff

Highly Engaged Physicians

Engaged Staff Translates To

Watson Wyatt WorkUSA survey, 2009

Better buying and integrating of enabling technology will allow clinicians to spend more time focused on patients, both in and outside the exam room.

Smarter use of enabling technology will improve processes and workforce productivity, and increase employee and patient satisfaction.

Merger integration and partnership strategies should be designed with the desired patient experience in mind from the start.

Cautionary Tales

After its merger with Continental Airlines, United Airlines went from third from the top to second from the bottom among conventional network carriers in J.D. Power's annual North American Airline Satisfaction Study

The American Customer Satisfaction Index gave Sears Holdings one of the lowest customer satisfaction scores of all the department and discount stores they reviewed. The impact of continued poor customer service is hitting the bottom line with ongoing sales and revenue declines.

Patient experience must go beyond fixing what’s broken and focus on building unique, brandable experiences.

Systems transform when they aim for unique, branded experiences for their patients.

Phase 1

Fix What's Broken

Fix organizational problems by addressing pain points, often utilizing a LEAN approach to incremental change

It takes more than addressing pain points to deliver a unique experience.

Phase 2

Surprise and Delight

Delight patients through unexpected and enjoyable experiences that create value and encourage preference

Phase 3

Brand It

Differentiate in the marketplace and build permanent patient relationships by delivering ownable experience elements that fit with a unique brand promise

It takes more than addressing pain points to deliver a unique experience.

Chapter Two

 The Case for Investment

Chapter Four

Getting Started