We conducted a four-week diagnostic that identified opportunities to not only cut costs significantly, but dramatically improve patient experiences.
Four years after its launch, HospitalCo’s SSC had outgrown its original design. Problems included contested resources and informal service-level agreements. Meanwhile, HospitalCo faced significant headwinds from competition, tough negotiations with health funds, and a customer base turning away from private health insurance markets. Customers lacked awareness of its services, and managers encountered resistance to change from hospitals that were reluctant to cede control.
We mapped HospitalCo’s processes across functions and subfunctions, using interviews with management as well as benchmarking and digital-maturity assessments. Our approach also brought the voice of HospitalCo’s customers into the evaluations, through interviews and benchmarking of the customer experience.
