Noel O. G.

The current state of the organization’s customer engagement was studied and mapped. This allowed for the organizational alignment needed to move forward with new innovation in strategic areas.

From the competitor analysis, I focused on three top performers and traced their customer journey. This exercise led to new ways of thinking about how variers can be overcome in our current system.

The service provided involves technology and people to create a unified experience. I searched for a framework that would allow me to measure all parts of the service as a unified service and not individual scores for each part of the service. I ended my search with Dabholkar, P. A., Shepherd, C. D., & Thorpe, D. I. (2000). A comprehensive framework for service quality.

Each point would be measured to create agreed-upon metrics. At this point, we as an organization would be able to gauge our quality of service and training.

Due to development costs and restrictions, I identified the top three service quality antecedents as the most strategic starting point to improve our service quality. This strategy relied on training our call center staff and focusing on communicating our message our mission.

Through research, I identified key features needed to create the desired customer experience. These features focus on the four major stakeholder Employee, Hr Manager, Broker, and our organization.

Understand our current knowledge

Create a consensus of what we can and can't do

Understand our message

Create a Priority of information

Must know

Need to know

Will need to know

Create a forum for distributing information

Measure knowledge retention

Establish a call center recording program

Create a Transcription bot

Run word frequency

Create an excel macro to categories words by associated feeling

Verify this data with established ZOHO milestones (Finalize, Underwriting)

Use findings to train staff and focus our message

This was a design that emerged from the need to create a unique training plan for our call center, to measure the success of our training program and trainer. The process initially would be able to be done manually, in the future this will be an automated process. This is the mad scientist in me at work.

An in-depth competitor analysis was conducted to attain best practice in the market. From here a minimum viable product emerged that would be competitive.

In research, I came across a unique business model. HealthSherpa gives away its software to brokers and counts on the odds of the broker not being appointed with the carrier the customer chooses. In addition, HealthSherpa has a grassroots marketing they receive from the broker.

I mapped out how competitors layout their features in their application with the intent of identifying UI errors and minium viable features for the future installment of our software.

What you see here is the result of taking into account development cycles, product needs, and other internal friction. This would be the beginning of our new product the Candor Brief Case.

The C4 model was created as a way to help software development teams describe and communicate software architecture, both during up-front design sessions and when retrospectively documenting an existing codebase. It's a way to create maps of your code, at various levels of detail, in the same way you would use something like Google Maps to zoom in and out of an area you are interested in.

These are each of the components used in the rest of the diagram. The reason for the use of the C4 diagram was an attempt to bridge the gap between developers and investors. As the team designed new possible futures I neede a way to communicate the overall system to both parties.

A System Context diagram is a good starting point for diagramming and documenting a software system, allowing you to step back and see the big picture.

The Container diagram shows the high-level shape of the software architecture and how responsibilities are distributed across it. It also shows the major technology choices and how the containers communicate with one another.

The Component diagram shows how a container is made up of a number of "components", what each of those components are, their responsibilities and the technology/implementation details.

Gagne's model of instructional design was used as a frame work to bring each of the mayor stakeholders (doctors, insurance provider, and patient) together at every touch-point in the user’s journey.

The insights from this workshop were gathered and assigned a desirability score on the scale of 1-5. The top performers became our guiding principles towards a practical application. They were categorized as Must, Satisfiers and Delights.

Next we map the Users journey through the current system to gather where our principles could be applied.

As our team mapped and ideated solutions it became clear that targeting one stakeholder as the focus for change did not satisfy our criteria for success. We need a way to bring these stakeholders together through mutual gain and a sustainable business model.

We decided to shift our perspectives. From the start the the focus was on the reduction of no shows in health. This was a wide net to cast, as a team we focused on dental because we had ease of access to professionals. We re mapped our user journey with the words of our interviewees. Like a lighting bolt it hit us at any point in the journey their is no real-time knowledge of what is going on in the patient’s mouth prior to the practitioners interaction. We felt that was to late, patients need a mirror into their dental health.

We now had a clear focus. Patients need a way to monitor their dental health which would fit into their daily routine. Something physical that could track participation in one’s own health. This device would bring the three stakeholders to an understanding.

Bringing in a well known hardware manufacturer would provide loyal customers from that brand to the insurance provider providing that brands products. Just one incentive for the insurers and the reason behind the Phillip brand entering our system.

We tasked ourselves to design a better clothing hanger. In our ideation and research we found that although hangers are needed there was a much bigger problem unsolved. Hangers are for clean clothing, anything else being hung is anarchy. What those someone do with clothing that is not yet ready for the laundry?

Word frequency was established. These word were compared between three categories that were extracted from the question (How often do you step out of your comfort zone?) The categories are: Regularly, Sometimes, Never. The word were then compared with all other responses. We found that one participant from the smallest word pool category (NEVER) had the most unique vocabulary. It as if she spoke a different langue than all other participants.

Through her words we found that a common shared experience or knowledge she and others like her are able to step out of their comfort zone and interact with others. This lead our team to some assumptions that needed to be substantiated through interviews.

A questionnaire of 25 questions was made focusing on whether or not people felt they had a expertise and if they were willing to share their knowledge.

Although I would have love to continue researching into comfort zone and peoples ways of coping with the need to step out of their comfort zone. Our team had three weeks to create a prototype solution, video, presentation and a poster. We needed to come up with a solution.

Through some ideation and story-boarding our team came up with our final design. It is a place for people to learn and exchange knowledge through the hands on experience of completing a desired project. Xpand as it came to be known allows people to market what they know so that other people may learn from their expertise.

At the center is the user. The circles closest to the user are the stakeholders most accessible to the user. Xpand blends the outer most circle with the ease of entry similar to Thingyverce, Lynda and Youtube.

We found that users became intrigued at the idea of becoming a full time instructor of what they currently do as a passion in their spare time. This pursuit would create a tightly formed group of student and hobbyist withing the particular mastery. This community could bring many positive outcomes to the local city (pop up shops, new markets, more income, tax revenue).