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Discovery | JourneysBuilding Value with Partners
Case StudyImproving Care Journeys Through Research-Driven Design
A large healthcare organization was investing in multiple medical, digital, and service initiatives aimed at improving patient outcomes and operational efficiency. However, efforts were often executed in isolation and did not consistently translate into measurable, end-to-end
experience improvements.
Customer research was primarily tied to individual projects, limiting its ability to inform broader journey-level decisions, strategic prioritization, or alignment to Objectives and Key Results (OKRs). Teams needed stronger visibility into how changes impacted the full care journey and a more consistent way to turn insights into coordinated action across functions.
From insight to impact in healthcare journeys
OpportunityMove research from fragmented, project-level execution into a connected, strategic capability that could unify insights across product, medical, design, and operations teams and directly shape decision-making across the organization.
The core gap was not lack of research, but lack of synthesis, alignment, and activation of insights at the system level.
Outcomes at ScaleShifted research from isolated project outputs into a connected, journey-level capability embedded across the organization. Drove stronger cross-functional alignment around customer needs and experience priorities, and strengthened how teams used research to set OKRs and make prioritization decisions. Increased consistency in how insights influenced planning and execution, enabling faster, more aligned decision-making across medical, product, and operations teams.
It also strengthened CX research as a practice by establishing more consistent ways of working, improving cross-functional collaboration, and mentoring teams to build both delivery capacity and long-term research capability.
Shaping Outcomes at ScaleLed generative and mixed-methods research across a complex healthcare ecosystem to uncover patient and provider needs, behaviors, and systemic friction across end-to-end care journeys, focusing on system-level breakdowns rather than isolated touchpoints.
Broke down silos by synthesizing generative and existing research to surface cross-journey patterns and root causes that individual initiatives missed. Drove alignment across product, medical, design, and operations by establishing a shared, end-to-end view of the experience and grounding insights in real operational and delivery constraints.
Translated fragmented findings into decision-ready narratives that shaped Objectives and Key Results, prioritization, and strategic tradeoffs. Embedded insights directly into planning and execution forums so they actively influenced decisions, and strengthened research practice by standardizing how insights were operationalized across teams.
Shifted how decisions are made by embedding shared customer insight into cross-functional planning and delivery
at scale.