MEDIBANK
MEDIBANK
O-01
Let’s take a wander through my experience at Medibank.
Let’s take a wander through my experience at Medibank.

I joined the Customer Experience Transformation (CXT) team as CX Practice Lead, with a mission to support the holistic wellbeing of customers while building a healthy, sustainable business.

I joined the Customer Experience Transformation (CXT) team as CX Practice Lead, with a mission to support the holistic wellbeing of customers while building a healthy, sustainable business.

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CX Narrative
CX Narrative

Connection with diverse stakeholders and immersion into the business enabled a shared understanding of the current and potential role of customer experience.

I set to work with pen and paper to create a visual narrative that brought ideas to life and encouraged conversation around the future state of CX at Medibank.

Connection with diverse stakeholders and immersion into the business enabled a shared understanding of the current and potential role of customer experience.

I set to work with pen and paper to create a visual narrative that brought ideas to life and encouraged conversation around the future state of CX at Medibank.

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Anatomy of Medibank CX
Anatomy of Medibank CX

CXT comprised four squads:
• Customer Process Improvement (CPI)
• Customer Experience Design (CXD)
• Voice of Customer (VoC)
• Customer Experience Governance (CXG)

CXT comprised four squads:
• Customer Process Improvement (CPI)
• Customer Experience Design (CXD)
• Voice of Customer (VoC)
• Customer Experience Governance (CXG)

THE CHALLENGE: How might we embrace the power of customer insight and re-model CXT as a core driver for collaboration and innovation at Medibank?

THE CHALLENGE: How might we embrace the power of customer insight and re-model CXT as a core driver for collaboration and innovation at Medibank?

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AW Soundboard-01
CXT Reimagined
CXT Reimagined
CXT_Re-01

The first challenge was to reimagine how we worked collaboratively in the CXT tribe, to utilise full capability of each squad and maximise the unique skills and talents of individuals.

The first challenge was to reimagine how we worked collaboratively in the CXT tribe, to utilise full capability of each squad and maximise the unique skills and talents of individuals.

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The second challenge was to envisage how CX capability might be disseminated through the organisation in future, so that all relevant business units can apply CX methodology to customer representation.

The second challenge was to envisage how CX capability might be disseminated through the organisation in future, so that all relevant business units can apply CX methodology to customer representation.

MB Mega Narrative
Working Walls
Working Walls
• Make it visible
• Make it tangible
• Make it visible 
• Make it tangible

Our team made sense of complexity and visualised our ways of working to encourage participation in the programs of work.

We maximised the use of wall space and worked daily on the walls to encourage engagement and collaboration.

Our team made sense of complexity and visualised our ways of working to encourage participation in the programs of work.

We maximised the use of wall space and worked daily on the walls to encourage engagement and collaboration.

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CX Collaboration
CX Collaboration

It was important to demonstrate the potential of CX as an accessible toolkit and mindset, rather than the CX team being viewed as an isolated specialist response unit.

The greater goal was to foster CX advocacy more broadly by making design thinking and human-centred design practice available to everyone.

It was important to demonstrate the power of CX as an accessible toolkit and mindset, rather than the CX team being viewed as an isolated specialist response unit.

The greater goal was to foster CX advocacy more broadly by making design thinking and human-centred design practice available to everyone.

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CX Soundboard
CX Soundboard

The CX design team hosted weekly soundboard sessions, where we shared relevant CX processes to enable others in the business to use design thinking to solve their own challenges.

As CX Practice Lead I mentored our team members, and invited guest speakers from the health industry to share their inspiring stories and co-design with us.

The CX design team hosted weekly soundboard sessions, where we shared relevant CX processes to enable others in the business to use design thinking to solve their own challenges.

As CX Practice Lead I mentored our team members, and invited guest speakers from the health industry to share their inspiring stories and co-design with us.

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CX Hoops-01
CX Advocacy
CX Advocacy

I was invited to present across the business to promote CX awareness and understanding.

Rather than presenting with PowerPoint or paper, I used hula hoops as an indispensable diagramatic tool to explain the core principles of CX and human-centred design.

I was invited to present across the business to promote CX awareness and understanding.

Rather than presenting with PowerPoint or paper, I used hula hoops as an indispensable diagramatic tool to explain the core principles of CX and human-centred design.

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Hack for Health
Hack for Health

Medibank’s first group-wide hackathon invited cross-functional teams to innovate around ‘Better Health for Better Lives’.

I enjoyed sitting on the Genius Bar, supporting participants with CX expertise as they ‘hacked for health’ over two dynamic days.

Medibank’s first group-wide hackathon invited cross-functional teams to innovate around ‘Better Health for Better Lives’.

I enjoyed sitting on the Genius Bar, supporting participants with CX expertise as they ‘hacked for health’ over two dynamic days.

O-01

PROGRAM OF WORK

PHI Reform
PHI Reform

During 2019-20, the Government reforms will mandate significant changes to private health insurance, and all health funds must comply.

I led a major program of CX work around the impending reforms. They are of an uprecedented scale and will affect every member’s policy - potentially advantageous or detrimental to the customer.

There will be changes to service definitions, product naming and classification, and pricing. Many hospital procedures and extras will be impacted, affecting policy inclusions and exclusions. Clear customer communication will be paramount.

I led a major program of CX work around the impending private health insurance reforms. They are of an uprecedented scale and will affect every member’s policy - potentially advantageous or detrimental to the customer.

There will be changes to service definitions, product naming and classification, and pricing. Many hospital procedures and extras will be impacted, affecting policy inclusions and exclusions. Clear customer communication will be paramount. 

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PHI Reform Schedule
PHI Reform Schedule

I applied the Double Diamond to plan a workflow rhythm and delivery schedule with resourcing requirements.

The schedule acknowledged the holistic relationship between customer and employee experience (CX and EX), and proposed a working cadence between teams.

I applied the Double Diamond to plan a workflow rhythm and delivery schedule with resourcing requirements.

The schedule acknowledged the holistic relationship between customer and employee experience (CX and EX), and proposed a working cadence between teams.

MB Statement of Work
PHI Reform SOW
PHI Reform SOW

The statement of work outlined how CXT would form a conduit between customer and employee needs, and the business processes serving those needs.

A service design blueprint would aim to deliver the best possible experience of the private health insurance reforms, while considering business viability and feasibility.

The statement of work outlined how CXT would form a conduit between customer and employee insights and needs, and the business processes serving those needs.

A service design blueprint would aim to deliver the best possible experience of the private health insurance reforms, while considering business viability and feasibility.

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Project Planning
Project Planning

Working closely with Customer Process Improvement (CPI), the Customer Experience Design (CXD) team developed new ways of working collaboratively for PHI Reform.

We designed ways to utilise our working space, adhering to agile principles. And our wall became a destination for showcases.

Working closely with Customer Process Improvement (CPI), the Customer Experience Design (CXD) team developed new ways of working collaboratively for PHI Reform.

We designed ways to utilise our working space, adhering to agile principles. And our wall became a destination for regular showcases.

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Project Workflow
Project Workflow

We developed a sprint delivery schedule based on fortnightly sprints, aligning two inter-related programs of work: PHI Reform and Cover Review.

Together with an evolving narrative of work-in-progress, our team board assisted a regular team workflow, and gave clarity and transparency to our activity.

We developed a sprint delivery schedule based on fortnightly sprints, aligning two inter-related programs of work: PHI Reform and Cover Review.

Together with an evolving narrative of work-in-progress, our team board assisted a regular workflow, and gave clarity and transparency to our activity.

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Stakeholder Map
Stakeholder Map

Because of the scale and complexity of PHI Reform, it was imperative to develop strong working relationships with over 30 key stakeholders. The stakeholder map shows proximity and relationship to one another.

The key challenge was to demonstrate to stakeholders the value of CX through research, journey and process mapping, service design blueprints and design thinking. Clear visualisation of the project ecosystem encouraged collaboration.

Because of the scale and complexity of PHI Reform, it was imperative to develop strong working relationships with over 30 key stakeholders. The stakeholder map shows proximity and relationship to one another.

The key challenge was to demonstrate to stakeholders the value of CX through research, journey and process mapping, service design blueprints and design thinking. Clear visualisation of the project ecosystem encouraged collaboration.

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Making Sense of PHI Reform
Making Sense of PHI Reform

PHI Reform would affect almost every health insurance policy on offer. This meant significant change to products, communications and touch points, and many business processes.

The changes were complicated and potentially difficult for employees and customers to understand. Visual narrative was an excellent method of storytelling to get everyone up to speed and on the same page.

PHI Reform would affect almost every health insurance policy on offer. This meant significant change to products, communications and touch points, and many business processes.

The changes were complicated and potentially difficult for employees and customers to understand. Visual narrative was an excellent method of storytelling to get everyone up to speed and on the same page.

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Refined Project Plan
Refined Project Plan

Over time, we expanded the project plan and used visual communication to promote awareness.

It was important to show what we were doing, when and why, to encourage stakeholders and others to join us on the journey.

Over time, we expanded the project plan and used visual communication to promote awareness.

It was important to show what we were doing, when and why, to encourage stakeholders and others to join us on the journey.

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Blueprint Foundations
Blueprint Foundations

Three interconnected lanes of focus:
• Customer Experience (CX)
• Employee Experience (EX)
• Processes (P)

Three interconnected lanes of focus:
• Customer Experience (CX)
• Employee Experience (EX)
• Processes (P)

We began to join the dots, mapping the relationships between experience and process to form the basis of the future  service design blueprint.

The future blueprint would communicate one seamless experience, showing where customer and employee touch points are supported by business processes.

We began to join the dots, mapping the relationships between experience and process to form the basis of the future service design blueprint.

The future blueprint would communicate one seamless experience, showing where customer and employee touch points are supported by business processes.

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Process Mapping
Process Mapping

We investigated every touch point and process that PHI Reform would affect, working on boards that could be moved flexibly around the business for collaborative workshops.

With an omniscient view, we could identify and dig deeper to design better systems within each of these lanes, and we could focus on specific areas relevant to stakeholders.

We investigated every touch point and process that PHI Reform would affect, working on boards that could be moved flexibly around the business for collaborative workshops.

With an omniscient view, we could identify and dig deeper to design better systems within each of these lanes, and we could focus on specific areas relevant to stakeholders.

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Customer Story
Customer Story

Prior to our in-depth customer research, we considered one persona within a priority segment who would be affected by PHI Reform.

We used the real-life story of a new employee at Medibank to stress the importance of considering customers as genuine individuals. A real human was relatable and useful as an education tool to show the value of journey mapping.

Prior to our in-depth customer research, we considered a single persona within a priority segment who would be affected by PHI Reform.

We used the real-life story of a new employee at Medibank to stress the importance of considering customers as genuine individuals. A real human was relatable and useful as an education tool to show the value of journey mapping.

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Customer Journey Map
Customer Journey Map

We mapped Suzie’s future journey, detailing her likely response to planned PHI Reform touch points, such as direct mail, eDM and website. We showed what Suzie was thinking, doing and feeling at each stage.

We used real-life Suzie in workshop role plays to challenge business thinking around how best to design channels and processes for customers and employees. Suzie's journey was a primer to expand our research to explore further segments and personas.

We mapped Suzie’s future journey, detailing her likely response to planned PHI Reform touch points, such as direct mail, eDM and website. We showed what Suzie was thinking, doing and feeling at each stage.

We used real-life Suzie in workshop role plays to challenge business thinking around how best to design channels and processes for customers and employees. Suzies journey was a primer to expand our research to explore further segments and personas.

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Customer Research
Customer Research

Presenting a compelling CXT game plan was vital to gaining the support and funding from the business for our methods, particularly continued customer research. We designed ways to show its value and establish a regular cadence for qualitiative research.

Presenting a compelling CXT game plan was vital to gaining the support and funding from the business for our methods, particularly continued customer research. We designed ways to show its value and establish a regular cadence for qualitiative research.

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Research Findings
Research Findings

We developed efficient ways to collate and share the synthesis and analysis of our data in ways that were easily accessible.

We distributed links to electronic files, and printed our findings on large format posters for the wall so everyone could engage with the customer stories and glean relevant insight.

We developed efficient ways to collate and share the synthesis and analysis of our data in ways that were easily accessible.

We distributed links to electronic files, and printed our findings on large format posters for the wall so everyone could engage with the customer stories and glean relevant insight.

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The Power of Insight
The Power of Insight

Research is only ever as good as how well you can use it.

Research is only ever as good as how well you can use it.

A major role for CXT was to gather vast information through discovery. But the real power lies in how well it can be translated into value for the business.

The skill is in distilling information into insight, and refining insight into actionable direction. Both journey maps and blueprints are vital to this pursuit.

A major role for CXT was to gather vast information through discovery. But the real power lies in how well it can be translated into value for the business.

The skill is in distilling information into insight, and refining insight into actionable direction. Both journey maps and blueprints are vital to this pursuit.

MB Team Walking-01
A remarkable year at Medibank.
A remarkable year at Medibank.
O-01

The CXT team led the way in showing Medibank how to walk the talk by putting people first. We actively listened to customers and employees, and developed new ways of working together with genuine human-centred design.

The CXT team led the way in showing Medibank how to walk the talk by putting people first. We actively listened to customers and employees, and developed new ways of working together with genuine human-centred design.

Say hello
lisa@hellolisajohnson.com.au
0408 010 444
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©Lisa Johnson 2020. All Rights Reserved.