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Perspectives
Digital personalized health care
Trends driving an increased need for personalization
For the past decade, health care organizations have looked to personalization to improve customer experiences. However, few have developed the capabilities to create personalized engagement across experiences. The challenge we see, and the focus of this series, is getting ahead of what happens when the vision of connected experiences runs into the reality of large health care organizations.
Four key elements of personalized experiences
Personalization inherently cuts across an organization, but progress in health care to date has been largely defined by individual teams working within constraints of the experiences and channels they directly manage.
We are now at a place where technology can help organizations work through silos and replace homegrown or purpose-built tools with more unified systems. While this brings great promise, leaders championing personalization should approach these opportunities with the awareness that technology alone can’t create connected health care experiences.
This series will focus on four key elements that can be challenging for organizations but will ultimately help leaders deliver personalization at scale:
- Personalization’s value model: Start with value creation in mind.
- Personalization’s operating model: Connected experiences take connected teams.
- Personalization’s technical and data models: Data is everywhere, but the capability to use it is not.
- Personalization’s omni-channel delivery model: Contextualized experiences do more with more.
Chapter 1: Value models
Personalization is a capability that can be applied anywhere in the customer life cycle. While that adaptability is a good thing, deciding where to start isn’t always obvious. But it can be. On path one, you have the more tried and true metrics. On path two, you have newer and often less CFO-proven experience-oriented metrics.
Path two often feels more precise but often creates a shaky foundation. Said differently, your peers may be willing to give you a chance to start there but inevitably (especially as investment amounts increase) people will start to question why you get a pass on the traditional metrics everyone else uses. Pivoting too late and without the right baseline can raise questions and roadblocks.
Starting with just path one creates a risk that you are dragged into an endless debate with actuaries or your peers over who drove what value. This chapter will take a deep dive into the thoughtful combinations of a “year one” investment case, how you work to establish new baselines, and how you build bridges into more traditional value in your quick wins.
Chapter 2: Operating models
Personalization inevitably exposes the organizational cracks between siloed health care enterprises. The systems to orchestrate customer data, decisions, and delivery are often adopted from fragments of the customer experience as ad hoc initiatives. When organizations recognize this fragmentation, they may mistakenly think that reorganization and technical centralization are roadblocks to making progress.
When many groups within an enterprise each believe they “do personalization,” simply bringing them together with a shared playbook is a prerequisite for taking the first steps toward a more unified operating model.
This chapter considers how to use your value story to increase collaboration and advance customer engagement toward measurable goals.
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