T H E T O G E T O N E R I G H T T H I N G Claudia Steinke

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1 T H E O N E T H I N G 2013 Claudia Steinke T O G E T R I G H T

2 2013 Claudia Steinke Activity DIFFERENT PERSPECTIVES HEALTH CARE Perspective Focused on optimization in order to improve processes and performance by incremental changes. SERVICE DESIGN Perspective Focused on creating experiences that fulfill human needs and desires by mediating relationships between people, environments, products and services.

3 Know Thy Offering noun To provide needed assistance or watchful supervision. The provision of doing what is necessary for the health, welfare, maintenance, protection of someone or something. noun The action of helping, assisting or doing work for someone. The act of serving, the performance of labor, for the benefit of another.

4 Know Thy Person noun A person receiving or registered to receive medical treatment. noun A person or organization using the services of a professional person or company. noun (Sometimes known as a client, buyer, or purchaser) Is the recipient of a good, service, product, or idea, obtained from a supplier, vendor or seller for a monetary or other valuable consideration. noun One who is the recipient of hospitality One who pays for meals, accommodations or services at an establishment.

5 Activity Who are your best customers?

6 Activity Who do they care about?

7 Activity Now put this list in order of importance?

8 Activity On the vertical axis, write in your prioritized list, starting with most important.

9 Activity For each attribute, place a dot on the map that describes your organization s performance.

10 Activity Now picture your most important competitor, how well are they doing on the same dimensions?

11 Activity Create a quick and dirty Service Attribute Map.

12 2013 Claudia Steinke Diagnosing The Nature of Goals/Strategy - Key Value Proposition - Internal Efficiency, Operational Excellence Adaptation, Client Satisfaction Innovation, Performance Superiority

13 2013 Claudia Steinke Impact Key Values & Impact On the Customer s View Operational Excellence "A great deal" "Best price/value" "Trouble free basic service" Performance Superiority "Always at cutting edge" "Expensive but worth it" "Constantly renewing and creative" Client Responsiveness "Really understand my needs" "Exactly what I need" Close partner, excellent service"

14 Some Implications of Key Value Selection Operational Excellence Client Responsiveness Performance Superiority Thrust of strategy Lowest delivered cost Reliability/efficiency Personalization Complete solution Adaptation Innovative features Greater functionality Organization Top down: employees more directed than enabled Flat structure Front-line autonomy Have it your way mindset. Decisions based on fine-grained info. Decentralized Team-oriented/ loose-knit Experimentation Core processes Standardized Logistics Manufacturing Fulfillment Modular operations Integrated view of customer (CRM) Service Market sensing Research & development Economic driver Scale Scope Speed/quality 2013 Claudia Steinke 2013 Claudia Steinke

15 If the Truth Be Told (Frei & Morriss, 2012) In order to be GREAT you have to be BAD and you have to be equally unapologetic at both. (Frances Frei)

16 Diagnosing Service Design tha The Offering THE SUCCESS OR FAILURE of a service business comes down to whether it gets four things right or wrong and whether it balances them effectively. Here are some questions that will sharpen managers thinking along each dimension and help companies gauge how well their service models are integrated. Which service attributes (convenience? friendliness?) does the firm target for excellence? Which ones does it compromise in order to achieve excellence in other areas? How do its service attributes match up with targeted customers priorities? The Funding Mechanism Are customers paying as palatably as possible? Can operational benefits be reaped from service features? Are there longer-term benefits to current service features? Are customers happily choosing to perform work or (without the lure of a discount) or just trying to avoid more-miserable alternatives? The Employee Management System What makes employees reasonably able to produce excellence? What makes them reasonably motivated to produce excellence? Have jobs been designed realistically, given employee selection, training, and motivation challenges? The Customer Management System Which customers are you incorporating into your operations? What is their job design? What have you done to ensure they have the skills to do the job? What have you done to ensure they want to do the job? How will you manage any gaps in their performance? (Frei & Morriss, 2012)

17 (Frei & Morriss, 2012)

18 Closing Changing the way we look at health care. Developing a service orientation within health care. This tool is one small step towards providing service excellence. Service Excellence is the product of a vision, research, deliberate tradeoffs, careful design and implementation, evaluation, and tweaking / continuous quality improvement. Its within the grasp of any organization with the stomach to make hard choices. If I can ever serve as a resource along the way, please don t hesitate to reach out: claudia.steinke@uleth.ca