October 13, 2016
For pharmaceutical and healthcare companies, the innovation challenge is particularly tough. You’re a large organisation, have numerous stakeholders, legacy systems and are bound by multi-faceted government involvement, from regulation to the small matter of the NHS.
For consumers, care pathways are complex and customer journeys are varied, emotive and reliant on conversation and judgement.
Happily, your innovation challenge is not unlike our briefs from the Metropolitan Police and Transport for London – ‘get more bobbies on the beat’ and ‘get more people off the Tube’. Both big, scary, silo-busting questions that had any number of starting points and blind alleys.
Or from our point of view, fantastic, complex challenges to dive into.
The first challenge is the brief. Even a question as open as ‘how can we make healthcare better’ needs to be challenged rigorously, unpicking the objectives, purpose and vision. The first rule of innovation club? If the brief’s wrong, you’re about to waste your time.
The next question is where on Earth do you start? Fortunately, WAE:Globant can solve this too. Here’s how…
To demonstrate how we work, we chose a complex healthcare topic – GP surgeries being at breaking point – and spent a four week ‘sprint’ applying our customer-centric research, strategy, design and validation techniques to create a tangible solution to a real-world problem.
We spoke to GPs and patients to prioritise the contributing factors. Next we chose a specific challenge to focus on – in this case, chronic disease management. Finally we defined a self-care platform and validated the proposed solution with stakeholders.
And remember, all this was done in just one month. From ill-defined challenge to viable product in 30 days.
This approach to innovation has a number of benefits to large organisations. By being short, tangible outcomes are produced quickly. And by being iterative and collaborative, the risk of failure is dramatically reduced.
In effect, our model is the antidote to wasting months (at best) and millions of pounds to define and build a product or service that no-one wants.
It’s also a bite-sized introduction to the concept of outcomes vs. outputs. In the world of innovation, we work towards ideal outcomes, not specific outputs. This isn’t semantics. It’s a critical cultural barrier that companies need to address when procuring innovative solutions to problems that have yet to be defined.