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Achieving Patient ExperienceExcellence through CulturalTransformationRhonda Dishongh, Director of Customer Experience Design,Memorial Hermann Hospital SystemQaalfa Dibeehi, Chief Operating and Consulting Officer,Beyond Philosophy www.beyondphilosophy.com

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Webinar Interface Review 1. Viewer Window 2. Control Panel GoToWebinarExample Interface www.beyondphilosophy.com 2

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Who we are Qaalfa Dibeehi Rhonda Dishongh Chief Operating & Director of Customer Consulting Officer, Experience Design, Beyond Philosophy Memorial HermannAward winning Hospital SystemProfessor and author Nationally recognisedof best selling book Patient Experienceon customer Practitionerexperience Met in 2005 redesigning Memorial Hermann’s patient experience www.beyondphilosophy.com 3

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Who are Beyond Philosophy? Customer Experience Thought leadership is 4th book published in 2010, is all we do! our differentiator 5th being written nowFocus on the maximizing value Links with We work globally with offices on the emotional side of the Academia in London and North America Customer Experience www.beyondphilosophy.com 4

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We are proud to have helped some great organizations…Health related clients Some other clients www.beyondphilosophy.com 5

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Patient Experience is about managing the gaps Patient Expectations (conscious and subconscious) Current Experience (as perceived by the patient) Intended Patient Experience (what your hospital says should happen) www.beyondphilosophy.com 6

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Background: MHHS 2 chapters story• Comprised of 27 hospitals, specialty centers, surgery centers and surgery hospitals• 20,000 employees• Memorial Hermann featured in the docudrama “Houston Medical”, a primetime network television series that aired nationwide in 2002• $300 million annually in uncompensated care www.beyondphilosophy.com 7

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Chapter 1: Building the foundation• This was pre-HCAHPS (2005)• M.D. Anderson had already used Disney to help • Why we selected Beyond Philosophy shape their experience – they were reaping benefits • I am a Disney lover and have been to the Disney • Deep experience in Customer Experience course. • We did not have the budget of M.D. Anderson. • Could bring best practice learning from• We wanted to learn best practice, especially from other sectors other industries • Had a simple practical system to help us• We wanted to learn a system to improve a service line •we did not want esoteric concepts that we could replicate to others • We were thinking of something to supplement our Six Sigma process improvements They literally wrote the books They were vetted by other complex Their methods were tested and on customer experience organizations in various sectors proven around the globe www.beyondphilosophy.com 8

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Chapter 2: The Northeast Hospital take over After 30 years of being a stand alone hospital Northeast was TAKEN OVER by the big guys down the street. How do you motivate a thousand employees during a hostile take over??? Culture inspires. There are many steps to success, but one thing is for sure—leadership is not for the weak. www.beyondphilosophy.com 9

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The Goal: To replicate the program and get eachemployee to jump successfully to our side “We create the best possible clinical outcomes with exceptional patient “We create the best care experiences.” possible clinical outcom es with exceptio nal patient care www.beyondphilosophy.com experie 10

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Just a few more reasons to listen to this session www.beyondphilosophy.com

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Let’s start at the end: What has success looked like?Success: National Awards and Recognition:• Patient satisfaction increased by 20% on average, • Press Ganey Success Story Award, 2011 allowing for high-performing hospitals to rank it in • NAATP Quality Improvement Award, 2011 the 92nd percentile. • Gold Circle Award for Operations, 2011• Market share jumped from 17% to 23% within two • President’s Cup for Best Performance Overall, years. 2011• Projected losses through 2010, when the hospital • Press Ganey Top Improver Award, 2010 was expected to break even, turned into profits in • Gold Circle Award for Quality, 2010 2009. • National Quality Forum National Quality Healthcare Award, 2009 • Healthgrades Distinguished Hospital Award for Clinical Excellence, 2009 www.beyondphilosophy.com

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Our program: A tale of two cities… Foundation Program Replication ProgramEstablished the building blocks The program when applied to aand mindset to carry the program new institution to transform itthroughout rolloutAnswers the questions: Answers the questions:• What is the experience our patients • How do I get managers to get have? involved and stay focused • This is often different than the • How do I get employees enthused experience we give them and bought in• What are the key drivers in the • How can I get colleagues to do experience? most of the heavy lifting• What is the experience we want our • How can I get to some positive patients to have? results in the short term• What could we do to redesign our experience? www.beyondphilosophy.com

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Our program: A tale of two cities… Foundation ProgramEstablished the building blocks Patient Expectationsand mindset to carry the program (conscious and subconscious)throughout rolloutAnswers the questions:• What is the experience our patients have? Current Experience • This is often different than the (as perceived by the customer) experience we give them• What are the key drivers in the experience?• What is the experience we want our patients to have? Intended Patient Experience• What could we do to redesign our (what your hospital says should happen) experience? www.beyondphilosophy.com

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Designing the Experience: Define your NorthPatient Experience Statement Patient Expectations (conscious and subconscious)•Objective: • To give employees a guiding light on what the desired patient experience is and how to strive for it in the day to day jobs Current Experience•Key questions to answer: (as perceived by the customer) • What is the patient experience we want to deliver? • How do we differentiate from other hospitals? • What are the best practices that will help Intended Patient Experience employees deliver the desired (what your hospital says should experience? happen) www.beyondphilosophy.com

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Designing the Experience: Understand the ACTUAL experiencePatient Mirrors Patient Expectations (conscious and subconscious)•Objective • Learn what the rational and emotional experience your patients have is and what you can do across specific moments of contact to improve patient Current Experience satisfaction (as perceived by the customer)•Key questions answered: • What is the actual patient experience journey is like? • Where are the stress points, where are Intended Patient Experience the delights, where are the opportunities/ (what your hospital says should • What are the little changes we can do happen) that can have a great impact? www.beyondphilosophy.com

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Designing the Experience: Identify the key driversEmotional Signature Patient Expectations (conscious and subconscious)•Objective: • Discover and quantify what drives HCAHPS in your experience•Key questions answered: Current Experience • Which specific aspect of your patient (as perceived by the customer) experience drives business value (e.g. HCAHPS) ? • What is the return we get out of each moment of contact with the patient? • What is the right focus for our limited Intended Patient Experience resources? (what your hospital says should happen) www.beyondphilosophy.com

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Our program: A tale of two cities… Foundation Program Replication ProgramEstablished the building blocks The program when applied to aand mindset to carry the program new institution to transform itthroughout rolloutAnswers the questions: Answers the questions:• What is the experience our patients • How do I get managers to get have? involved and stay focused • This is often different than the • How do I get employees enthused experience we give them and bought in• What are the key drivers in the • How can I get colleagues to do experience? most of the heavy lifting• What is the experience we want our • How can I get to some positive patients to have? results in the short term• What could we do to redesign our experience? www.beyondphilosophy.com

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Cultural Transformation: the role of leadership• Set a clear goal and make sure employees can see “What‟s in it for me”• Start with the people• Communicate the goal and expectations• Lead By Example and communicate• Reward along the way and communicate• Be Consistent and Communicate• Get to know them• Make it Fun Leadership www.beyondphilosophy.com

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Cultural Transformation: the 3 seeds of change• Motivate• Coach• MeasureLeadership www.beyondphilosophy.com

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Motivation People often say that motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily. Zig Ziglar www.beyondphilosophy.com 21

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3 Ways to Motivate• Value Alignment• Money• Fear www.beyondphilosophy.com 22

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Cultural Transformation: the 3 seeds of change• Motivate• Coach• Measure www.beyondphilosophy.com

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Coach www.beyondphilosophy.com

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Coach: good reads“Remarkable. It‟s a “Fun is mandatory.” “Although Alan is “As a leader, yousimple word. It an effective move from yourmeans „worthy of producer, he is dependence based onattention.‟ unwilling to share technology (emails,Remarkable people the spotlight … and etc) to one-on-oneseek and attract is fired because, as conversations thatremarkable ideas, his boss puts it, convey yourpeople, "Alan, we need message. You useexperiences.” good producers emotional stories; you who are good team are transparent… players, too.” issues are uncovered far sooner…” www.beyondphilosophy.com 25

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Cultural Transformation: the 3 seeds of change• Motivate• Coach• Measure www.beyondphilosophy.com

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Measure: the need for accountability www.beyondphilosophy.com

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MeasureWhere the rubber hitsthe road…• Employees must own the problems and the solutions• Bonuses and Merit Increases are tied to outcomes• Peer accountability and recognition• I hear what you are saying but the expectation is. . . . www.beyondphilosophy.com

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Creating a Culture…of Recognition www.beyondphilosophy.com 29

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• Creating a culture must be purposeful and strategic.• All of the elements must be well thought out or you risk an environment with a lot of activity but no congruency. www.beyondphilosophy.com 30

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Our program: A tale of two cities… Foundation Program Replication ProgramEstablished the building blocks The program when applied to aand mindset to carry the program new institution to transform itthroughout rolloutAnswers the questions: Answers the questions:• What is the experience our patients • How do I get managers to get have? involved and stay focused • This is often different than the • How do I get employees enthused experience we give them and bought in• What are the key drivers in the • How can I get colleagues to do experience? most of the heavy lifting• What is the experience we want our • How can I get to some positive patients to have? results in the short term• What could we do to redesign our experience? www.beyondphilosophy.com 31

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Take Aways• Understand what the end-to-end patient experience looks like from the patient’s perspective, and how special focus on emotional engagement can reshape the patient experience. It is crucial that you know the answer to these questions: • What is the experience our patients have? • This is often different than the experience we give them • What are the key drivers in the experience? • What is the experience we want our patients to have? • What could we do to redesign our experience?• Understand what’s required to transform organizational culture to continually deliver outstanding, award-winning patient satisfaction results. • Leadership • Motivation • Coaching • Measurement www.beyondphilosophy.com 32