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It's most satisfying if companies can really understand their situation. Do a good job, both the customer and the company will benefit, such as a first-class communication, a logical user interface, a simple contact, a perfect service. Always efficient, always reliable. The hectic kitchen and the staff are in full swing and the meals are hearty may give Downton Abbey a comedic effect, but the business model that relies on heroism is fragile. Whether it's a large estate or a large enterprise, the service design must be flexible and make the customer happy without surprising the customer.
Think of a great pianist who can play a complex sonata with ease. Based on practice, preparation, and design, you should be able to deliver with equal proficiency and confidence. To deliver services in this way, your organization must be well-trained, agile, and handy. Clients shouldn't see you sweating because you don't have to. Designing your services and delivering them with your heart will not waste your time or money, nor will you waste your customers' time or money. This is our third principle of excellence in service design and delivery: service excellence does not require the heroic sacrifice of a merchant or customer. Exceptional service is a combination of efficiency and simplicity, with nothing left out and nothing superfluous. The two elements of efficiency and simplicity should reinforce each other. However, the opposite is often true, and they often contradict each other.
Imagine what would happen if you didn't have great service design and the company wanted to provide great service in that situation, that is, if the company put all the burden of customer experience on its employees and didn't provide them with the necessary management systems and tools. Throughout the business world, companies celebrate "customer service heroes" who go out of their way to deliver orders and solve problems. If a company needs such a heroic sacrifice, it means that the company needs to redesign its work so that it doesn't need to have superpowers to provide exceptional service. As Harvard Business School professor Francis Frey and author of Extraordinary Service Anne Morris put it, the reliance on heroism "means, by definition, that our (emphasis on "our") service excellence can only be episodic. For decades, junior staff at top legal and consulting firms and investment banks have been busy and, in some cases, exhausted, while companies have disguised this practice with the sacred mantra of client-centricity.
It wasn't until recently that some consulting firms began to question the inadequacy of having teams busy with their clients' business four days a week, and then companies began to invest in conferencing and cloud security technology to provide the same service and give employees a respite.
In healthcare, processes are inefficient, rules and regulations are tricky, and life for thousands of employees is unusually miserable. Sometimes, the pain is not just mental. It is important to note that hospital nursing staff have the same high injury rate as firefighters, often because they lack the proper equipment and do not have enough assistive means to carry heavy patients in such situations. It is estimated that the U.S. healthcare industry is responsible for a staggering $750 billion worth of waste each year, equivalent to 80% of the profits of Fortune Global 500 companies. "The number one waste in healthcare is waiting, and the second is defects. "Every 79 seconds, a patient in the United States dies because of medical errors." ”
On the other hand, there are also examples of customer experience being sacrificed on the altar of efficiency. Companies often require operations teams (who rarely deal directly with customers) to meet specific cost targets, while also not clearly reminding them not to compromise the customer experience. We know how this is. Costs are easy to measure and can clearly state that costs are generated by a particular activity and profits can be quickly registered, however, the value of an improved customer experience is difficult to quantify or trace back to a specific initiative, and this value often comes from the collective action of different groups and does not necessarily contribute to the development of this year's budget. If you save time and money by doing things in the back office and make your customers' lives hard, you may gain something in the quarter, but you're still going to lose the whole game.
Now think about what it would be like to combine great efficiency with great experience. Today, U.S. hospitals are facing this opportunity. We use the word "faced" because of the pressure on them from the federal** centers for Medicare &Medicaid Services, which want to improve the health care process (i.e., evidence-based standards of excellence) and patient satisfaction, and hospitals that do not improve in both areas may be deducted up to 2% of Medicare reimbursement. For an average hospital, this policy is a multimillion-dollar baton.
It turns out that improving the patient experience isn't about decorating a hospital more beautifully or ordering better quality linens. Improving the patient experience requires a redesign of how and how often physicians, especially physicians, communicate with patients during their hospital stay and when they are discharged, says Alavin Chandrasekkaran of The Ohio State University's Fischer School of Business. Research by Chandra Sekaran and Claire Seno of Tulane's Freeman School of Business shows that improving communication and care processes at the same time can reduce patient readmissions by 5 percentage points, a figure equivalent to about 1 4 of older patients' readmissions rates.