Net Promoter Score (NPS) Strategy
How can we use data to more frequently understand and impact our members’ experience?
January - April 2017
Lead Service Designer / Design Strategist
Presentation to CEO
The capture of monthly metrics was implemented within the Call Center and further roll out was in process.
We need a process to prioritize where to focus. There were many points in our experience that we could improve. However, we had limited resourcing and budget and needed to know where to focus our efforts that would have the biggest impact on our Member’s satisfaction.
We need to understand our entire experience at a glance. We only received NPS results every 9-12 months. The feedback in the survey came too late for us to make meaningful and rapid change. We needed to assess our Member’s experience on a monthly basis to catch issues before they became large problems.
The final deck was presented to leadership and accepted as our framework for going forward. I identified where in our member journey we needed to deliver an exceptional experience and where we could be just as good as competitors. I mapped where we were currently deficient in meeting our member’s expectations and our experience goals. This view allowed us to think more strategically about where to spend capital funding and where to focus our time and effort without losing sight of the overall structure.
I took on the responsibility to have a systematic view over our entire member experience from when they shop for health insurance, to when they use our primary care centers, to when they decide to re-enroll. I wanted to have a bird's eye view while being able to drill down on specific needs. I tied together our values, our functional areas management objectives metrics (MBOs), business goals, and experience goals into an overarching strategy to lead the direction of the company. My process followed diverging and converging thinking, stakeholder interviews, co-creation with team members and storytelling.