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2022 BX SPRINT USE CASE

Where we’ve been…

CX has traditionally referred to how a business engages with its customers at every point of their buying journey. However, shifting consumer behaviors, needs, and evolving technologies are forcing every business function to change or risk becoming obsolete. The days of CX being a siloed function are gone.

…where we’re going.

Business of Experience (learn more) is a new approach that helps our members achieve their purpose by aligning our BCBSMA leaders as equal stakeholders. This is not about investing more. It’s about investing differently.

BX leaders help rewire data, tech and people to enable agility that continuously unlocks efficiencies that can be reinvested in new opportunities for performance and growth. This allows them to improve experiences and give customers exactly what they desire without trading business value.

Executive Summary

On February 28th, 2022, we kicked-off a series of sprints to activate the value of BX in three products: Patient First Health, Virtual PCP, and Tele-to-Digital. Each sprint was structured to deliver: 1) a solution for a pressing need, 2) a showcase of transformative CX capabilities, and 3) immediately actionable opportunities.

For our People

Consumer-driven practice

We seek to understand needs before creating solutions. We do this by learning fast and working together to deliver inclusive, meaningful consumer experiences.

For Our Business

Experience-led Profitability

We provide rigor to correlating CX to our outcome pillars of Consumer Experience, Quality, Affordability, Equity, to meet consumer needs while balancing business value.

For Our Customers

Exceptional OMNI experiences

We deliver end-to-end solutions and services that meet our consumers that will deliver the right care, at the right time, in the right place at the right price.

Patient First Health (PFH)

Topics: marketingconceptingresearchexperience auditworkshoppingjourney mapping

BCBSMA Team
Tonya Webster, Lisa Glenn, Emily Iacolo, Patty Kaplinger, Laura Topor, Nripjeet Pathania, Dan Green, Toby Johnson, Lynn Thompson, Harshita Sahu, Michael Mangini, Mark Emery, Ricardo De Marco Centeno, Jill Ouazzani, Christine Murphy, Rebecca Oran, Tara Fulton, Ann York, Carolyn Noble, Dionne Mills Stewart, Jennifer Rodstrom, Lisa Thomas, Sandeep Karnik, Destine Levine
Accenture Team
David Kim, Sarah Stewart, Frank Guia, Jenna Reiff, Alli Leung, Mahira Raihan, Kavita Umarani

To align BCBSMA strategic intentions to product delivery, we leveraged our BX framework to articulate our goals:

BX

To reduce med-ex, we will act as a Trusted Ally to anticipate our members’ needs

CX

Our work to advocate for members will deliver a supportive experience

PX

PFH will provide navigation through a fragmented system and success will be measured by member satisfaction and reduced costs

deliverables for an immediate need

When to engage members for marketing messaging

To solve for this we provided:

  • Consumer research
  • Moments that matter for marketing messaging

This was activated through:

  • The PFH team prioritizing moments to outline features and criteria in data warehouse

deliverables to showcase
transformative cx

  • A micro-journey & service blueprint in an enterprise tool
  • An experience audit to understand PFH’s ecosystem
  • A workshop to envision a future-state
  • Immediate opportunities to activate
  • 3 concepts with the intention of adding them to the product roadmap

This was activated through:

  • Our deliverables immediately impacting the work of all 5 PFH pods
  • The validation of themes directly informing the ‘Who’ pod
  • The development of two sprint concepts through the ‘How’ Pod which are primed for a Q4 2022 release

what people are saying

“The whole thing was a pleasant surprise… you delivered a lot more in two weeks than what I thought was possible… I refuse to go to solution now until we have more on the experience and the journeys.”
- Lisa Glenn “We have five pods... without a doubt the output that you guys have given us will impact all five of them... You understood where some of the viewpoints came from and balanced those with a holistic picture of the member journey that made everyone feel heard.”
- Emily Iacolo

The BX Impact

Impact to consumer-driven practices (Employees)
  • Interviewed consumers to quickly understand needs
  • Built a spirit of collaboration through a design sprint structure requiring less than an hour a day from cross-functional team members
  • Prototyped and utilized existing tools
  • Leveraged consumer mindsets to create empathy
Impact to experience-led profitability (Business)
  • Integrated journey mapping into existing tools and processes
  • Collaborated with the team launching the new version of Jira to imbue standardized CX practices across the enterprise and begin collecting metrics that can tie to top and bottom-line impact
Impact to exceptional OMNI experiences (Consumers)
  • Uncovered channel-specific, immediate opportunities to improve a consumer’s experience
  • Developed concepts for actionable future-state inclusive and meaningful consumer experiences that are now on product roadmaps

conclusion

We showed the rigor of our approaches, co-designed meaningful solutions focused on consumer’s needs, and built a foundation for a robust, standardized practice of capturing impact. At the end, seeing this amazing PFH team voice that BCBSMA must seek to understand needs before creating solutions was a tremendous achievement.

Virtual Primary Care Physician (VPCP)

Topics: marketingprioritizationresearchcomparative analysisproduct ecosystemevaluationconceptingworkshoppingjourney mappingroadmapping

BCBSMA Team
Tonya Webster, David Boudle, Ricardo De Marco Centeno, Lisa Glenn, Daniel Green, Anita Ju, Patty Kaplinger, Sandeep Karnik, Destine Levine, Karen Mastrianni, Elizabeth Magee, Rebecca Oran, Dionne Mills Stewart, Christine Murphy, Lisa Thomas, Lynn Thompson, Deanne Wherry, Jennifer Wolfe
Accenture Team
David Kim, Sarah Stewart, Kate Fallon, Isabel Ngan, Jenna Reiff, Alli Leung, Mahira Raihan, Dana Kanaan

To align BCBSMA strategic intentions to product delivery, we leveraged our BX framework to articulate our goals:

BX

To create an innovative service, we will act as a Trusted Ally by providing access to care for everyone

CX

Our work to provide virtual options will deliver a more engaged and connected experience

PX

Virtual PCP will provide a care delivery model and success will be measured by increased member volumes

deliverables for an immediate need

Identify capabilities to drive adoption

To solve for this we provided:

  • Alignment on ‘feature’ definitions
  • Prioritization of features

This was activated through:

  • PFH and VPCP teams aligning and prioritizing initiatives

deliverables to showcase
transformative cx

  • Prioritization of moments with highest potential impact for adoption and engagement
  • 2 concepts with KPIs and roadmaps
  • Immediate opportunities to activate
  • A workshop to envision a future-state
  • Updates to service blueprint (JIRA)
  • A product ecosystem evaluation from the lens of the member
  • 1 future state concept with the team indicating that this is their North Star for PFH

This was activated through:

  • The VPCP team developed a requirements and are prioritizing when they can implement (2023 or 2024)

what people are saying

“Overall, it was so valuable – really, great for us. We’re off and running to be able to implement it... I think you guys struck such a great balance of making it not too time-consuming for people but just enough. And I think that helped get us more cross-functional adoption and more people involved in it.”
- Liz Magee “We have a formal CPP underway for this initiative (VPCP Feature).”
- Karen Mastrianni “I also loved the output that you presented. I thought it was clear. There are some things that are truly actionable, and it truly has some meat to it vs some broad-brush concepts.”
- David Boudle

The BX Impact

Impact to consumer-driven practices (Employees)
  • Analyzed existing consumer research
  • Leveraged consumer mindsets to build empathy
  • Repurposed existing frameworks from PFH Sprint for efficiency
  • Demonstrated the power of flexibility and agility to meet stakeholder needs
Impact to experience-led profitability (Business)
  • Focused on micro-journeys crucial to a success launch
  • Recommended features with existing touchpoints to meet launch deadlines
  • Provided high-level roadmaps to demonstrate concept feasibility
Impact to exceptional OMNI experiences (Consumers)
  • Uncovered and prioritized channel-specific touchpoints to drive adoption
  • Developed concepts for actionable future-state opportunities that are now on product roadmaps

conclusion

We came together and aligned on features, impactful touchpoints, the member’s view of the product ecosystem, and future state concepts to co-design a human-centered experience to drive VPCP adoption. At the end, the team identified overlaps between PFH and VPCP and the possibility to unlock efficiencies by leveraging outputs, capabilities, and themes across initiatives.

Tele2Digital

Topics: prioritizationcomparative analysisresearchworkshoppingjourney mappingconceptingroadmappingdata analysiswireframinguser flows

BCBSMA Team
Tonya Webster, Ryan O’Donnell, Kate Tracy, Ricardo De Marco Centeno, Patty Kaplinger, Brian Brown, Julia Johnston-Ketterer, Christine Murphy, Lynn Thompson, Guru Samaga, Olivier Merigon, Erin MacDougall, Kristin Murphy, Conor Larkin, Chelsea Catino, Olinda Pires, Danielle Hickey, Keisha Wright
Accenture Team
David Kim, Sarah Stewart, Dana Kannan, Kate Fallon, Isabel Ngan, Alli Leung, Mahira Raihan

To align BCBSMA strategic intentions to product delivery, we leveraged our BX framework to articulate our goals:

BX

To achieve omnichannel engagement, we will act as a Trusted Ally by efficiently meeting a member’s needs

CX

Our work to provide problem-solving tools will deliver tailored experiences

PX

Tele-to-digital will provide an end-to-end product and success will be measured by reducing op-ex and improved NPS

deliverables for an immediate need

Create and test a cross-functional feedback loop

To solve for this we provided:

  • MVP feedback loop
  • Alignment on the ‘fix’ to test

This was activated through:

  • The T2D team aligning on quick wins and associated requirements to activate

deliverables to showcase
transformative cx

  • Cross-functional feedback loop process flow
  • Opportunities and future state considerations to activate loop
  • Current state of “Find & Fix” list
  • Prioritization of “Find & Fix” items with potential CX initiatives identified
  • User flows, Epics and User Stories, wireframes, and future state experiences for four quick win initiatives from “Find & Fix” list
  • 3 MLP concepts with illustrations, high-level roadmaps, and implementation considerations
  • VOA/VOC concept to drive enterprise strategy

This was activated through:

  • Planned internal discussions to embed and establish governance with cross-functional stakeholders

what people are saying

“I thought it was as good exercise with productive outputs. You do a nice bit of finding the balance between implementation, and helping to crank out work, rather than just advising on the work or capturing slides on what the work ought to be.”
- Ryan O’Donnell “The sprint highlighted how much opportunity there is for us to continue to work together - the more we can bring groups together. I think for this work to be successful, we all need to be a part of it.”
- Kate Tracy

The BX Impact

Impact to consumer-driven practices (Employees)
  • Incorporated learnings and ways of working from past sprints
  • Included service center associates into innovation process
  • Balanced the needs of business and technology stakeholders
  • Introduced the concept of Minimum Lovable Products (MLPs)
Impact to experience-led profitability (Business)
  • Developed a feedback loop to improve cross-functional collaboration
  • Leveraged existing tools and processes in feedback loop recommendations
Impact to exceptional OMNI experiences (Consumers)
  • Interviewed service center associates to better understand member pain points and needs
  • Identified immediate actions
  • Created MLP concepts to activate

conclusion

We elevated member voices, advocated for associates, and co-designed impactful solutions focused on the member’s journey and needs, and built the foundations for a robust framework to measure impact and effort. CX and ET came together as a single team to create actionable and desirable concepts with our members at the center.

CX as the Connective Tissue

for our People

Consumer-driven practices

Our structured and rigorous sprint process is inclusive, collaborative and action oriented. We aligned existing ways-of-working to the consumer’s journey, as a cross-disciplinary team developed improved experiences, and shared our practices to build CX expertise.

for our Business

Experience-led profitability

We began the work to correlate CX insights to top and bottom-line profit by building CX approaches, insights and frameworks into existing, highly utilized tools. We reimagined traditional journey maps and developed consumer insights in tools like Jira or Confluence with the opportunity to track and measure CX-informed initiatives

for our Consumers

Exceptional OMNI experiences

Because each sprint focused on different initiatives, we functioned as the connective tissue to translate different offerings into a seamless experience for the consumer. An OMNI channel discussion started in our first sprint, and by the end of the last sprint we saw how PFH, VPCP and T2D would be able to connect.