Modern Design Thinking Inspires Innovation at BJC Healthcare

BJC HealthCare's Center for Clinical Excellence knows innovation is key to creating better clinical experiences. But they needed a partner to help formalize new practices and advocate the process to others.

To support BJC's goals, Mad*Pow's Transformational Design team led a four-day intensive workshop. The workshop connected BJC's business models with the design thinking framework.

  • Design-driven companies have outperformed the S&P Index by 219% over 10 years
  • Companies that foster design thinking enjoy 1.5 times greater market share. (source: Adobe)
  • 10% of the fortune 500 have stated design as their No. 1 priority (source: CMO.com)
  • 82% of companies see a strong connection between creativity and business results (source: Creativity at Work)

the power of human-centered design

BJC HealthCare's Center for Clinical Excellence knows innovation is key to creating better clinical experiences. But they needed a partner to help formalize new practices and advocate the process to others.

To support BJC's goals, Mad*Pow's Transformational Design team led a four-day intensive workshop. The workshop connected BJC's business models with the design thinking framework.

The Process: A Deep Dive Into Modern Design Thinking

BJC needed to learn the modern design thinking process. They then needed to apply it to real-world projects. First, Mad*Pow introduced participants to the foundational ideas behind design thinking. Mad*Pow then led the Center for Clinical Excellence in a series of challenges, using design thinking to generate solutions.

The Workshop: Details
 

Day 1: Understanding. Participants practiced the first stage of design thinking: understanding. They explored a variety of qualitative and quantitative methods. These included ethnography, interviews, collaging, and surveys.

Day 2: Synthesis. Participants learned how to synthesize research data. The goal was to shift the data into new, actionable insights. They also learned best practices for creating and telling informed user stories, including personas, empathy maps, and current-state experience maps.

Day 3: Vision. Teams practiced establishing a vision for future experiences. They learned to describe ideal experiences using narrative tools. For example, the team used future-state experience maps and scenarios. In addition, teams collaborated. This work helped them practice new tools and techniques, such as visual communication and critique.

Day 4: Prototype and Testing. Lastly, participants focused on building out ideas. They began by generating a wide variety of concepts. Then they prototyped and tested their solutions. These activities led the teams to uncover insights about the project and their own work. This led not only to iteration on their ideas, but also to a better understanding of the problem space itself.

Results: A Scalable Process for Design Thinking

According to reports from Adobe, companies that foster design thinking enjoy 1.5 times greater market share. In this way, BJC has set up a path to the future. In addition, their newly trained "culture ninjas" are transforming the way teams approach problems.

Key Services

  • Design Transformation: Mad*Pow's Transformational Design team prepared the BJC team to infuse design thinking into their processes.
  • Experience Strategy and Service Design: Future-state experience maps, scenarios, and other tools help create customer-centric change. Mad*Pow's service designers educated BJC participants in using these techniques.