Health Care Contact Center Operating Model Design
The largest integrated hospital healthcare system in the United States serves approximately 9 million people per year. While they are one enterprise, the 1000+ contact centers that support them are siloed and staffed and funded separately. This has caused customers to have difficulty finding the information they need and has contributed to increased and often inestimable case processing-times. As a result, the quality of customer service has diminished and customers report feeling disgruntled and frustrated. To solve for this, our team explored the question:
How might we design an operating model that enables contact centers to share expertise across siloes to better serve their customers?
I led a 4 part team made up of a Business Analyst, a Data Analyst, and 2 Strategic Designers (myself included) as a part of a larger 12 person project team. I was responsible for identifying and representing the business view point in our final design through activities like workshop facilitation, root cause analysis, comparative analysis, rapid prototyping and the development of a human-centric operating model.
*Due to confidentiality terms, client names, research findings and operating model artifact have been intentionally omitted.
Because our client had already invested heavily in understanding their primary customer in other engagements, our work focused primarily on synthesis and design.
Created User Journeys for Customer, Employee and Leadership
Conducted Root Cause Analysis of all user pain points and identified which Operating Model Drivers they were related to
Used elements of operating models outside of the health care industry, contact center operating model best practices and the 3 operating model concepts to synthesize and surface emerging themes and key business drivers
Authored new organizational guiding principles rooted in client’s vision and customer and employee needs
Reviewed, grouped and prioritized 37 prior recommendations for Customer Experience with stakeholders
Reviewed ethnographic site visit summaries from a prior engagement to understand the Employee Experience
Reviewed existing customer complaint data
Created 4 Employee Personas to complement existing Customer Personas
Recruited and trained "Research Docents” to immerse stakeholders in prior research
Facilitated full day workshop designed to understand the pain points and vision of leadership across the organization resulting in 3 concepts for a new operating model
As we reviewed the prior recommendations, it became increasingly apparent that there was a missing voice – the voice of the employee. As we dove into the business landscape, we looked to companies like Warby Parker and Zappos to make the case for designing an operating model that prioritized employee experience - understanding that when you have happy employees, you generally have happier customers. This shift in thinking bridged the gap between the pain points of all three user types and provided a lens through which to think about the new organizational structure.
Future State Operating Model
Using all of the inputs listed above, we designed a human-centric operating model that matched key business drivers to specific points in the User Journey
At the intersection of these points, we identified potential business opportunities. We used this visualization to engage and compel the client and stakeholders to action 528+ active engagements during Phase 2 of the project
Lastly, we conducted a Gap Analysis to inform policy recommendations to ensure successful implementation