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Case Study: IU Health, Living Our Promise
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Transcript of Case Study: IU Health, Living Our Promise
IU HEALTH:LIVING OUR PROMISE
Proprietary and confidential. Do not distribute.
Prepared for National Healthcare Marketing Strategies Summit
The Challenge
Proprietary and confidential. Do not distribute. 305/02/2023
The Challenge
Following a long series of mergers and acquisitions, Clarian Health had a vision to become the most comprehensive and preferred health care provider in the state of Indiana and the most highly-respected and sought out source for medical expertise on a regional and national level.
The scale of the system was big, to say the least:
143,219 patient admissions
105,929 surgeries
2,244,320 outpatient visits
4,745,000 calls
6,821,732 website visits
30,000 team members
Proprietary and confidential. Do not distribute. 405/02/2023
Branding and Naming a Hospital System
Prophet worked extensively with the marketing and executive leadership teams to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision.
Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, Prophet developed a comprehensive brand strategy for the health system that involved:
A new positioning which highlighted the breadth and depth of the entire system 1
Changing the name from Clarian to Indiana University Health2
Developing a compelling and consistently deliverable patient experience across the system3
Developing the key elements that would bring the new brand to life and deliver the desired patient experience4
The Problem – Lack of Brand Clarity and the Current Patient Experience
Proprietary and confidential. Do not distribute. 605/02/2023
FEAR
LOSS OF CONTROL
OBJECTIFICATION
CONFUSION
Patients consistently speak to four emotions they experience throughout the healthcare journey
ASSURANCE
EMPOWERMENT
EMPATHY
ADVOCACY
EMOTIONS NEEDS
Proprietary and confidential. Do not distribute. 705/02/2023
These emotions give rise to a series of higher-order needs that must be addressed
FEAR• Based on results and implications,• High level of anxiety related to the
unknown• Often due to tendency to jump to worst
case scenario• Can be scary to put one’s trust in care
team
LOSS OF CONTROL• Discussed in terms of both the situation
and their bodies- Loss of privacy and control over
health- Limited choice or involvement in
treatment decisions• Feeling completely dependent on the
treatment team is difficult
“What if they can’t diagnose my problem and then fix me? What if something goes wrong?”
“You have to give up your control and that’s difficult, because I hate being dependent on another person.”
OBJECTIFICATION• Interactions with staff or the process of
treatment can cause patients to feel like objects
• Feel that physicians see them as a ‘case’ or as their illness
• Staff focusing on charts instead of talking directly to the patient can prompt this feeling
CONFUSION• Patients’ world as they know it is changing
– they are going from a healthy person to a sick person
• Patients and caregivers explain that they didn’t always know what was going on
• There is often also an oversaturation of information
“I don’t want to be treated like I’m a Ford going into the mechanic for a tune-up. I’m not a car that they just have to ‘fix’.”
“I was completely lost in the conversation – they never asked if I understood what they were talking about.”
Proprietary and confidential. Do not distribute. 805/02/2023
These emotions give rise to a series of higher-order needs that must be addressed
ASSURANCE• Patients know they don’t have the
expertiseor knowledge
• Therefore, they look to physicians and staff for assurance that they are receiving the best care
• Trust and confidence are critical elements
EMPOWERMENT• Looking to be involved in the process and
to be empowered even in small ways• The need for being involved in treatment is
particularly evident when talking to caregivers
- Often very knowledgeable about the patient’s situation and want that to be acknowledged
“What if they can’t diagnose my problem and then fix me? What if something goes wrong?”
“You have to give up your control and that’s difficult, because I hate being dependent on another person.”
EMPATHY• Empathy allows patient and family to know:• They are genuinely cared for and they are
a a priority• They are receiving the best possible care• Can be demonstrated in both physical and
verbal form• Currently, most felt from nurses and
extended care team
ADVOCACY• Condition or medication means patients
are often not able to advocate for themselves
• Burden is currently felt by caregiver• They feel need to advocate because no
one else fills this role
“I don’t want to be treated like I’m a Ford going into the mechanic for a tune-up. I’m not a car that they just have to ‘fix’.”
“I was completely lost in the conversation – they never asked if I understood what they were talking about.”
The IU Health Promise
“ Our promise to patients and their families is assurance that they are making the right choice when choice matters most.”
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Meaning of Assurance
PATIENTS• The patient can trust the physician and care team• Have confidence in the decision they made and the care
they are receiving
REFERRING PHYSICIANS• Access to the best specialists no matter what the issue• The patient is going to be treated by another physician in the
same way they would treat them• Support and validation in their diagnosis or treatment concerns
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Standards of Assurance
QUALITY
We uphold the highest standards of quality care and service.
ENVIRONMENT
We maintain a welcoming environment.
COMMUNICATION
We communicate clearly and with compassion.
ACCESSIBILITY
We make it easy and convenient for our customers to obtain our services.
Defining assurance was critical to success. Often organizations speak with such lofty words, they are apt to be misinterpreted or misunderstood. Here, we took the step of defining our new vocabulary so that each term was understandable and actionable
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How to Make Assurance Actionable
Smile and make eye contact.1
Use AIDET consistently. AIDET = Acknowledge the patient, Introduce yourself, tell the Duration of what you’re doing, Explain what you’re doing, Thank them
2
Anticipate needs and welcome questions.3
Reduce hassles.4
Keep it clean and clutter-free.5
Strive to make it right, right away.6
Training and Education - Building the IU Health Culture
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Building the IU Health Culture
IU Health needed to break through the clutter of mantras and messages to focus on assurance and related standards across key “touchpoints”:
• Recruitment
• New hire orientation
• Post orientation
• IU Health-wide customer service training
• Internal communications/marketing campaign
• Contribution management
• Reward & recognition
They measure progress, in part, through an internal Brand Equity Audit that ensured employees were understanding and living the brand.
Proprietary and confidential. Do not distribute. 1605/02/2023
Insider Insights
• In putting into place and building the culture that IU Health wanted, IU Health understood that the employees were key – not only in being able to engage with the brand to deliver it, but also to experience it for themselves.
• To reinforce the importance of the role employees had in the organization, not only were patients polled on IU’s ability to deliver on the brand promise, but so were employees whose family members went to the hospital.
• This became “Insider Insights”, which answered the question: “Given what you know about what patients are SUPPOSED to experience in our system, how did you or your loved one actually experience it?”
• Not only does this emphasize the value of employee feedback, it serves as a tool to reinforce behaviors/standards
Proprietary and confidential. Do not distribute. 1705/02/2023
IU Health Essentials
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Brand Strength Training
Reorient IU Health Team Members
• Reinforce essential IU Health behaviors and beliefs– Standards of Assurance– Assurance in Action
• Reinforce evidence-based-practices and “must-haves” in the context of our promise
• Energize team members around our collective responsibility
Proprietary and confidential. Do not distribute. 1905/02/2023
Creating an IU Health Look
The unique IU Dress & Decorum Committee was established to propose system policies.
• Ron Stiver, SVP for Engagement & Public Affairs says, “If you are boarding a plane and catch a glimpse of the pilot and see that he is unshaven, poorly, dressed and slouching, wouldn’t you question his ability to fly the plain? In healthcare, we do the same thing. Enforcing uniforms added professionalism to how we were being perceived.”
This was one of the toughest initiatives to implement, but now – it’s a moment of pride.
Team members with patient-facing roles wear uniforms standardized to their relationship to the patient.
Personal appearance policies are reviewed and updated.
Bringing the Brand to Life
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Bringing the Brand to LifeNot only did employees receive training, but we also revisited the patient experience to identify areas where IU Health can deliver impact and provide a more consistent brand experience that reinforces “assurance.”
As the system embarks on a new brand launch under a unified name – Indiana University Health – and continues on its Leading to Preeminence journey, efforts are underway to create an enhanced customer experience for patients, families, caregivers, and referring physicians. These strategies are all intertwined and integral to providing our customers with the best possible care.
The Customer Experience Team has proposed enhancements that focus on bringing to life key elements of the brand character and supporting messages, especially focusing on the brand promise of “assurance”. Throughout the enhancements you will see the following elements of assurance demonstrated:
A New Brand. A New Customer Experience.
Empowerment of patients and their families
Better information sharing
Emphasis on the skills of our clinical teams
A tone of assurance in written and verbal communications
A more human and approachable look and feel
Proprietary and confidential. Do not distribute. 2205/02/2023
Printed Materials
Streamlining key materials into a consistent, cohesive kit:
• Welcome Mailer
• Admissions Packet
• My IU Health Journal
• Guest Guidebook
Conclusion
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PROBLEMDifferentiating a healthcare system in a competitive environment with increasing consumer expectations
INSIGHTIndiana University is the largest employer in the state. Most people that go to med school in Indiana, stay and practice in Indiana. Linking the system more explicitly to the University created a competitive advantage and conveyed better care to patients as well as giving them an “academic medical center” association
IDEAS IN ACTIONBased on the new brand strategy Clarian was renamed to IU Health. The name change was supported with an enhanced patient experience across the system
In Conclusion:
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Interested in learning more? Please contact:
Michael PetromilliAchim WirtzSenior Partner
Partner(312) 878-4927+41 44 218 7819 [email protected]@prophet.com
Jeff GourdjiPaul Schrimpf
Associate PartnerAssociate Partner(312) 878-4929 (312) [email protected]@prophet.com
www.prophet.com/healthcare