Family Contributions

Driving the experience for families to discover,sign-up and contribute to their loved home health ones care.

Driving discovery, etc. blah blah blah Re-imagining one of Honor’s key differentiators, it’s family app. families to discover Honor as the beacon of home care contribute uniquely to the care of their loved ones and drive user aquisit — find a good redesign one or something

My journey

Research > System mapping > Problem reframe > Collaborative vision > Driving two dual workstreams > Converged MVP

My role

Principle product designer leading end-end design, strategy & research.

Team structure

2 designers, 6 engineers, 2 data scientists, 1 researcher, 3 Care Team leaders, Product Director & CPO

Timeline

1+month

title

Borrow some metrics from doug

Impact this made

Overview

Quick overview of problem and why we did this… add in video as well use this as big text? Eg. Honor this and that and this and that

The numbers

20% operational time

The numbers

Reduced time to spend serving clients

What it leads to

Loss in client retention = ~$kkk

Approach

A headline about the approach

Being familiar with

Something felt off…

Coordination & visibility felt like a symptom of a larger problem and we’re missing the critical perspective from the most important voice - our clients.

The pivot

Aligning leadership on the real problem

As my insights began to emerge, it became obvious that our customer voice was missing from the research. This much needed side of the story could inform what aspects of dual operations either negatively or positively impacted client trust and satisfaction with Honor.

I paired with our head UXR (the amazing, Rose Kue) for a deep dive into our client service experience — something Honor had fundamentally never had the capacity to do, but was a critical unlock in my discovery work.

Our study uncovered that not only were a large subset of clients unfamiliar with the Honor & HomeInstead partnership, many were deeply unsatisfied with their new care delivery service through Honor, specifically, the lack or personalization and high-touch care that naturally might not come from a 24/7 operational company.

Snippet of our Client Service Experience synthesis

I do, I think that this whole company should be rearranged to make it more personal and more safe for these elderly people.

— Family member of client

“

Along with these new findings, I knew I need I needed to visually articulate how complex our system & operational model was — and the overreaching impact it’s having on our client satisfaction and retention.

This helped me to draw emphasis to the system level nuances & defects we have — highlighting those as direct results of inefficiency and loss in client retention.

System map I created to articulate key challenges in our coordination patterns between unique agencies & central operations team

and distilling it down to this…

We needed to reverse engineer the problem. The only way to reduce agency over site, that was resulting in inefficient coordination, was to gain the trust of our agencies. To do this, I used the above discovery to align our leadership partners on the following:

Our distributed team & platform can not handle 
quality client care delivery at scale.

Collaboration

Driving the north star for scaling quality care

To convey broad concepts of the future we were tasked with coming up with a vision what quality at scale meant. Beyond product, it akjdflakjdflkasdjflasdjf…

Images taken during my 2 day facilitated brainstorm session with other design leads

Here is some messaging around getting buy in and collaborating with other design leads. This was a system wide intiative to fix and I needed to make sure that together we were definying system wide defects and such. Northstar opportunity space:

Here is some messaging around getting buy in and collaborating with other design leads. This was a system wide intiative to fix and I needed to make sure that together we were definying system wide defects and such.

Check out the Figma to get a feel for how I think and work through complex system & problem spaces.

Here is some messaging around what this meant and what it laddered up to in terms of visioning work…

Vision

Articulating the future of Honor

Enabling the system to generate and drive work across the platform

By analyzing data, inputs & communications, the system is able to automate most work with little review. The rare human driven work that remains is proactive, high-touch & delivers at the most impactful moments of the client journey.

Ensuring the right people, get the right work at the right time

The system will designate which player does what & when, with appropriate back-ups, ensuring nothing falls through the cracks. The rare things that need human intervention should be personal — driving a great client experience.

Orchestrating and empowering users to guide their own care delivery

The system will designate which player in the does what & when, with appropriate back-ups, ensuring nothing falls through the cracks.

Making operations no longer a bottleneck — but backup support

Shifting the weight of the work from operational led to system led

How we got buy in to move forward — gif?

Iteration & development

Bringing the vision to life through technology & service evolutions

We split this into two core workstreams which I oversaw and led the aim being… stand up a proof of concept and build out the tech aspects of this new system the second being to pilot a new way of managing clients that solved suystem defects. etc.

Reduce this down (1) tech brainstorm (2) piloting high touch client management (show diagram)

Add in goals of tech driven + human led here

Outcome

Supporting high-touch client management with the new framework

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Pushing work outwards, with appropriate operational backup

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Promoting efficiency through contextual data modules

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Internal guided workflow for high-touch tasks

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Planning for the future