Reprint: R1212H
Innovations that radically redefine how a service is delivered can create tremendous value for customers and for providers. But they require deep insight into clients’ needs and the revising of basic assumptions. It’s possible, for example, that a doctor can treat more than one patient at a time.
Organizations can redefine service delivery along four dimensions. A change in one may unlock—or block—possibilities for innovation in the others.
Sometimes the service becomes more valuable to clients if they share it with others or if multiple providers coordinate closely to deliver it.
If a segment of clients uses the same complementary services and has trouble accessing them, a provider might consider integrating them into its offering.
Who actually delivers the service? Employees’ expertise might not match their assigned tasks.
This should be defined by the client’s needs, not the provider’s.
“It felt like an elephant was sitting on my chest,” the patient explained. The doctor nodded understandingly. But the doctor was not the only one nodding her head. “You can put me down for that one as well,” quipped another patient.
HBR Learning
