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Eating an elephant: how to build an integrated digital strategy one bite at a time

Getting healthcare organizations to embrace digital can sometimes be challenging. But often attempting to create a fully integrated digital strategy can be almost impossible - particularly in regulated (and conservative) hospital and health care organizations. Learn basic steps on how to create a vision, execute change to allow a robust implementation of digital that includes a website, social media, SEO, PPC and SEM, online reputation management, email and marketing automation and customer relationship management (CRM) databases.

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Eating an elephant: how to build an integrated digital strategy one bite at a time

  1. 1. EATING AN ELEPHANT how to build an integrated digital strategy one bite at a time Presented by Chris Boyer, AVP Digital Strategy North Shore-LIJ Health System
  2. 2. NOTE: no elephants were harmed In the making of this digital strategy Please consider helping save our elephants: www.elephantconservation.org/
  3. 3. Defining “digital” • Websites (including intranets, portals, blogs, etc.) • Social media • Marketing automation tools • Email • SMS • SEO & ORM • Online advertising • Digital signage • Content strategy
  4. 4. Why is integration important? • Critical for operations • Often the 1st interaction people have with you • Our organizations are getting more complex • Healthcare is changing and digital tools are ready to support us • It should no longer be put in a silo
  5. 5. BEWARE OF THE FALSE SILOS
  6. 6. The NSLIJ digital state – Jan 2013 • 80+ public-facing websites • More than a dozen internal-facing sites • 70 social media sites • Intermittent use of email communications • Disjointed approach to SEO and PPC • Very rudimentary use of CRM • Mostly outsourced and blackboxed • Small, internal team • PR, marketing, foundation goals at odds with one another • Fragmented ownership and little to no direction/strategy
  7. 7. How to begin?
  8. 8. “Management is about coping with complexity. Leadership is about coping with change. “ - John Kotter
  9. 9. 8 stages of change management 1. Establish urgency 2. Create a team 3. Develop a vision 4. Share your vision 5. Empower people 6. Short term wins 7. Never let up 8. Change occurs
  10. 10. Revolutionary vs. evolutionary Step change occurs rapidly (think: revolutionary) Incremental change occurs over time in phases (think: evolutionary)
  11. 11. Create a 100-day plan • Defining the need to change • Assessing current state • Defining the future state • Vision • Goals • Measures of success • Gap analysis • Tools • Infrastructure • Internal processes & procedures • Competition • Milestones, short-term and long-term wins 1. Establish urgency 2. Create a team 3. Develop a vision
  12. 12. “Creating” urgency • Internal pressures • Alignment with business strategy • Increasing efficiency (reducing costs) • Internal conflict/competition • Organizational change • External pressures • Marketing drivers • Customer demand • Competition • Technology changes • Industry changes
  13. 13. The current state – May 2013
  14. 14. A sample of our websites
  15. 15. Free online digital assessment www.intervalaudit.com
  16. 16. Digital breadth and depth On a macro level: • Understand the tools and what they can do (horizontal application) • Understand your stakeholders and their needs (vertical application) On a micro level: • Understand what is the baseline digital need (web content, social media posts, PPC, etc.) • Understand the campaign-focused need (landing page, Google Hangout, etc.)
  17. 17. Build the right team • Insourced • Assess skill sets of your internal team • Can be blended across multiple organizations • Build team based on best-practice, not peer groups • Outsourced • Focus on partnerships not “vendors” • Not always best to stay “in industry” • Blended • Core team should focus on content development • Create a team of digital strategists
  18. 18. The optimized “digital” team Digital strategist Project manager UX and design Development (front & back- end) Content creation & editing SEO & analysis Quality assurance • Work conducted by small, agile teams • Job roles ≠ job titles (or people)
  19. 19. The role of the Digital Strategist
  20. 20. Communicate the change 4. Share your vision 5. Empower people
  21. 21. What do our users want online? 1. Find a doctor (contact, specialties, credentials…) 2. Choose a specialist/doctor that’s right for you 3. Access your medical records online 4. Find a location (visiting hours, parking, directions, maps, accessibility, special needs…) 5. Medical department information and services available 6. Treatment options for my condition/disease 7. View and pay bills online 8. Appointments (schedule, change, remind) 9. Basic facts about conditions and diseases 10. Emergency room wait times 11. Quality of care statistics (infection rates, surgical errors, death rates…)
  22. 22. How we understand our market 12,273,172 individuals • 2,289,353 patient records • 2,446,933 customers • 7,536,886 prospects Mosaic Population Segmentation • Demographic / socioeconomic data • Used by Strategic Planning • Key groups: 47% market, 57% patients • Growth areas inform design “personas” Customer Relationship Mgmt Database
  23. 23. User personas influence web design Data-driven personas… Can a persona accomplish a “top task”?
  24. 24. Identified business needs • Consistent and modern presentation of our programs/institutes/service lines – design • Relevant information about our services - content strategy • Photos/videos to highlight differences & strengths of the program – multi-media content • Ensure information is easy to find on our website – information architecture • Heavy focus on findability – Search Engine Optimization • Content should be updatable quickly – content management system
  25. 25. Our website is not an org chart
  26. 26. Code-switching • A linguistic phenomenon that describes how speakers change the way they communicate on the basis of the intended audience • Examples: – “Evidence-based web design” – Connect users to care – ROH (Return on Health)
  27. 27. • Measure the “short-term” wins – Projects that strategically aligned and illustrative of digital capabilities – Quick development and deployment – Easy to measure – Set the framework for change Celebrating the small successes 6. Short term wins
  28. 28. 0 1000 2000 3000 4000 5000 6000 Jan Feb Mar April May June July Aug Sept Oct Nov Dec Volume MRI Volume 2012 2013 Campaign period • Pre promotion period: 10% lift avg (over 2012) • Post promo period:15% lift avg (over 2012) • Attribute 232 appointments a month • 1,160 appointments made as a result of overall effort Paid search ad campaign
  29. 29. • Increase of volume from the digital channel • Other channels did not receive as many referrals • Digital traffic decreasing after radio/print ended 0 2 4 6 8 10 12 January February March April May June July August #ofInquiries Friends and Family GSB Ad Huntington Hospital Insurance Company Internet Start of Campaign 5/19/2014 Print & Radio ends Referrals by Type Integrated campaign
  30. 30. Email continuity
  31. 31. Riding through the changes 7. Never let up
  32. 32. Aligning communication efforts
  33. 33. Aligning our projects around the vision
  34. 34. Implementing change 8. Change occurs
  35. 35. • Website designed for user’s needs first • Fully-responsive – mobile traffic to site: ~50% • Distributed publishing of blogs/social media throughout site • Sign-up forms integrated with email marketing tool • Fully trackable landing page to support all efforts • SEO resulted in 40% increase in web traffic Digital integration through the web
  36. 36. • Migration of 60 addt’l websites • Internal communication integration • Implementation of marketing automation tools • Social media hub • Physician reviews and improvements to Find-a-Doc • Formalized online reputation management • Shift in CRM to patient-first data model • Mobile app development to support patient engagement efforts Future state
  37. 37. Questions? Chris Boyer AVP, Digital Strategy North Shore-LIJ Health System Chris.boyer@gmail.com @chrisboyer
  • ChrisHemphill1

    Aug. 28, 2017
  • cwil

    May. 5, 2015

Getting healthcare organizations to embrace digital can sometimes be challenging. But often attempting to create a fully integrated digital strategy can be almost impossible - particularly in regulated (and conservative) hospital and health care organizations. Learn basic steps on how to create a vision, execute change to allow a robust implementation of digital that includes a website, social media, SEO, PPC and SEM, online reputation management, email and marketing automation and customer relationship management (CRM) databases.

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