Creating a design strategy for high volume proceduralists

Working with Product and Engineering partners, I oversaw an initiative to lay out a design strategy and feature roadmap for improving the experience of high-volume specialty clients. The resulting experience vision helped inform a 3-5 year business plan and roadmap for Ortho clients.

What

From mid-2019 through 2020, I've worked across functions and product lines to formulate a strategic initiative focused on improving product experience for High Volume Proceduralists, with a particular focus on specialists who need to switch between settings, and EHRs, during the course of their work. Deliverables included strategic research, collaborating on a design vision, and working with a team that included Product, Engineering and go-to-market teams to create a prioritized set of capabilities to inform an investment plan for Ortho clients.

Why

Clients turn to athenaClinicals for its ease of use, particularly in "front door" practices such as primary care, internal and family medicine, etc. As the company has grown and the industry has moved towards health systems that encompass multiple specialties, we realized there was a need to support more complex specialties, Orthopedics in particular, within our solution to increase market share and better serve our largest health system clients.

How

In June of 2019, I was partnered with a Product and Engineering lead to do the foundational work of understanding the problem space and identifying opportunities. We began by reviewing work that had been done related to Orthopedics and Surgery support, along with analysis of Voice of the Customer threads related to the Ortho specialty. We followed this up with a set of site visits with two of our largest Ortho and Multi-Specialty clients, as well as client interviews. The resulting artifacts included a comprehensive service blueprint which focused on procedures that cross clinic and acute settings - a core source of pain for this segment.

A service blueprint laid out the various steps and phases involved in setting up and following up on complex procedures.

This was then simplified to a high-level set of jobs to be done - which existed independent of any particular EHR - and how they broke down across care settings and user roles.

By distilling the blueprint into a set of core jobs, it was easier to communicate with stakeholders where the biggest pain points lie in the experience.

Working with the team, we identified some core business problems, and a handful of opportunities for how to address them. These were rapidly validated, and the most feasible ones were put into production. For the larger, foundational changes needed, we created an experience vision that walked through the entire idealized experience, which was then socialized across the business.

The full scenario encompassed a full end-to-end experience, through all six jobs, and included recommendations for high-level functionality changes to support the experience.

Over the course of the several months after this vision was socialized, I worked with a team of Product, Patient Safety and Product Strategy representatives across the company’s core product lines to formulate a detailed investment plan for improvements specific to Ortho and other high-volume specialties.

The strategy and vision laid out in the first several months of this effort played a significant role in the investment plan. I also conducted a prioritization workshop with representatives across athenahealth’s client-facing organization to identify the must-have capabilities for serving this market.

Key Contributions