 And my experiences have accumulated over the past more than 20 years and really I've been working to help both individuals and organizations really perform to their full potential and I've been doing that through the design of physical workspaces through the design of digital systems and even the design of business processes as well and Today what I'd really like to do is talk about a story that I've had with one of the top 10 global pharmaceutical companies called Eli Lilly And Eli Lilly came to foolproof and asked us hey, can you help us take eight web sites? Across eight different geographic markets Across different languages across different therapies and create one response of web portal and we said yes, of course We'd love to however we started out designing a web portal But through collaborating together with Eli Lilly we actually managed to transform their organization So to tell this story what I'd like to do is start with the industry and you might wonder why why are you just talking about the industry? This is about this is about experience design And I really think it's really important that us as designers researchers developers We truly understand the industries within which our clients or organizations are working because how can you actually design something? That's going to help the organization and help the people within that organization if you don't understand the industry within which it sits So let me tell you a little bit about the pharmaceutical industry Historically the pharmaceutical industry was making probably about 40 percent in some cases more than 40 percent profit margins And those were the highest among all industries. What will hand in hand with banking? And a lot of people were criticizing pharmaceutical industry saying how you guys you guys this is crazy, right? This is this is profiteering. What are you doing? These are crazy profit margins when there are people who need these medicines and the pharmaceutical Companies argued and said well actually we need those profits to invest in research and development And it was true if you looked at the top 10 they were investing 15 to 30 percent of their revenue and research and development However They were spending one and a half to two times more that in sales and marketing So what's that tell us well what it told me was that pharmaceuticals saw sales and marketing as a best venue to get to Best avenue to get to their their end customers the patients and the health care professionals, okay moving on to more recently The pharmaceutical industry is being disrupted anyone who works in pharma health care knows there's a lot of disruption going on And in fact what we're seeing in health care. We saw probably five to six years ago in financial services And what's happened is all that money they've spent in research and development and creating patents the patents are now coming Do when patents come to that means generics are able to get their products out to market and they can sell it much more cheaply On top of that. I think the global state of health care is really struggling So the global health care is now pushing pharmaceuticals. It's a hey, please come on sell these medicines cheap more cheaply And the end users that the patients and health care professionals are also saying wait a minute I've got these great experiences with digital, but my experiences with you is it's just it's lagging behind This is horrific So the disruption is these pricing pressures on pharmaceuticals are actually reducing the profit margins down to about 20% So that means they have half the budget for R&D and sales and marketing And what's happening is they're recognizing now that they need to do something significantly different to get a greater return on those diminishing Budgets and that was great And that's when Eli Lilly came to us and said can you help us and that's the first thing I wanted to share if you really Want to transform an organization? You have to have chaos or disruption The people running the organization has to recognize that the way they used to do business They can't keep doing it today because they're not gonna be sustainable. They're not gonna be able to compete So that was the first point. So we said great. We get to work with Lily. We're very excited We're gonna help them Better reach their customers and they brought us this brief. They said hey foolproof Can you help us create an easier to find and easier to consume basically an easier to use website? We said of course we can do that We can take all those complex systems and make one response of web portal But surely you want to get more out of that reduced budget, right? You want to do more than just make something easy to use So we went into our first meeting with them and we refrained the brief for them and we said to them Hey, we think you should stop pushing pills. That's probably politically incorrect Let me reframe that you should stop push marketing stop selling and start servicing your end users And one of the guys in the in the meeting room that really resonated with him. He goes. Yes. Yes, I get that And he was saying, you know, it's really interesting because a lot of the people we're talking to are saying that as well And so we shared we backed that up with evidence We had doctors saying gosh stop selling to me and understand my real needs And why can't you make your digital products is easy to use and help me in my job like it does in my in my Personal life so we reframed the brief and ours our client recognized that and decided yes We need to move from selling to servicing And we started talking to that group and we were also saying well, okay, so what are we gonna start to do? Let's start unpacking. Let's start looking at the data And this is where we had the senior digital a director of digital who really resonated with him He said, you know, I know for a fact our data both internally and externally is telling us that people can't use our Websites and they're constantly being sold to what was interesting in that room as we had marketing teams saying well, wait a minute People don't expect pharmaceuticals to provide a service. They don't trust and they don't want it So ah, that's your first misconception. That's not true What we found out through the research we were doing was that actually health care professionals were using websites that had older Information than the pharmaceutical websites, but the reason why they were going to those websites because it was easier to find and consume The information was packaged in a much better way So we turned that misconception around and we embarked on turning Lily from selling to servicing And that was the next point I wanted to make first you need disruption the C-suites You need to recognize they have to do something differently to compete The second one is you need a champion at the top You don't necessarily need someone in the C-suites a CEO But you do need someone who has the ears of the C-suites because you need someone to help champion and help progress the work that we're doing And our senior director of digital like us recognized that there was a bit of a problem in Lily There's full of silo departments. You had the medical team working here. You had the marketing team working here You had the IT team working here. You had legal and compliance over there And what was happening was actually there was no one was sharing information There were no systems to share what we were learning about the end users There were power struggle is goodness me the power struggles were unbelievable So with our senior director of digital he helped us create a team and we broke down those silos and we said okay We want a representative from marketing. We want a representative from medical. We want a representative from IT We want legal. We've got compliance. We brought in designers developers researchers strategists all together in one team It was a big team and this team was across the US Across the UK across Europe And it was quite a big team and it was a really great way to just break down those silos and bring us all together However with many different voices and many different moving parts gosh We realized the success of this project Hinged on having a North Star a common vision of where we want to get to so we brought all those people Together in one room face-to-face and we invested upfront in a two-day workshop to say okay Let's take all the data. We have let's take the insight. We've brought and let's understand what should be the future What is the experience vision for Lily? What is that North Star? We can all ascribe to and we did just that and what we're able to do is if you look on the left-hand side We identified what are the outcomes that Lily needs to get and on the right-hand side? What are the outcomes? Healthcare practitioners need to get and we start off with the basics because obviously people need to be able to Define the information, but what can we do to keep people on the site? What can we do people to explore and we start with very functional needs and we move up to the more emotional needs? So not only are we moving from selling to servicing we're creating Engagement we're creating a connection with end users so that by the end of this people become the advocates They start doing the marketing work for you. Huh, that's how you take that reduced marketing budget and make it go further So that that's my next point is you need to create from the very bottom, right? We were talking about people at the front line coming together Creating a vision together that we believed in and we could ascribe to and working together So the next step is we know where we need to get to let's start having some fun and doing some design and This is where we face some of the biggest barriers Surprising right you think herding cats together to come up with a vision would be hard No, this is where we face the biggest barriers So I think many of you have recognized you might look at the design double diamond It or of design process human-centered design hit how I was lovely to hear talk about ISO 9241 part 210 So really this is the design process called different things in different places What we learned was that actually at the beginning envisioning when we're coming up with that vision and where we're Going to get to that part of this process is really around certainty of the problem What is it? We're trying to solve and in that part of the process you rely on data and analytics quant At the end implementation, that's when you want certainty of the solution right? This is going to work again. You want data and you want analytics and you want quant Marketing team in the IT team. We're very comfortable at both ends very used to using big data But where we struggled was that middle bit That discovery the design and build because in that middle bit, that's where you don't need big numbers That's where you want to explore the possibilities. You want to explore the solutions? You want to go deep into understanding not what are people doing, but why are they doing it? What are their motivations? What what are their pain points? What's happening in their world because that's where you find the best solution Let me bring this story to life for you to help try and understand the difference between data and insight So we went into our first session first workshop together after the visioning and discovery and the marketing manager said Leslie Don't worry. We've got all the research. You don't need to do any more research Let's go straight into start solving some some some of these problems. Let's get into design. Come on. I'm like Okay, let's give this a go. I'll give this a go. All right. Let's come with some hypothesis So we go into the big workshop. There's all those people from all over and marketing and they brought in a management consultancy who said GPs are time poor Yes, that's a good piece of data. That's correct Okay, as you know from the workshop Mario and Val did yesterday. You have to ask why why why are they time poor? Okay, and in the workshop. We all got together and we got some more data because they have 10 minute consultations Yes, they do factual correct data, but what is that telling us? And Lily also brought in some health care experts behavioral change experts and they brought a good piece of Insight to that meeting and they said we know that patients struggle to form a real Connection with GPs and patients often say GPs don't understand me. They're not really listening to me And so someone got really excited. That's it. We are going to use digital to create a training program for consultants to have better consultations And I said I'm I'm not quite sure guys I think we I think we need to delve a bit deeper and so we asked the question. Well, what does this actually mean? What's happening in these consultations? What's happening before and after these consultations? When we ask that question the workshop no one could answer it and the marketing manager went we have been working for 120 years And pharma with patients and doctors and we can't answer this question. Oh my goodness So we did some what we call design anthropology. We went in and observed we actually followed GPs around we were in a consultations and that's when we went. Aha So what really happened? What was the true insight? Well, actually GPs only have one minute in between each consultation So that means if you have a 10-minute consultation The first five minutes that GP is spending all the time using different systems and devices with often poor Wi-Fi in the 3G To figure out what medication was this guy on again? I can't quite remember what's happened What's the medical history and then the next two minutes talking to that individual? Have you seen any other specialists? What did your nutritionist say to you? What else is going on? So then really they only have three minutes left to actually do a proper consultation and engage with patients So had we gone down the first solution of designing a digital training to teach GPs how to run better consultations. They still couldn't do it if they only had three minutes So what we realized was no guys What we needed to do is design a solution a digital solution that gives GPs back their 10 minutes And that's what we did and it was really great and the whole team got excited They understood the power and importance of qualitative research what we call design research But it still wasn't easy And I think for me this was probably the biggest thing I learned out of this this project Was what I call the emotional roller coaster in any design project. Do you do? You've got to recognize this emotional roller coaster you go through as a team So you have these moments of clarity GPs only have 10 minutes and they don't they can't connect with their patients moments of genius We need a digital training system and then we started unpacking. Oh Moments of confusion. We're learning something new moments of oh my goodness I have no idea what I'm doing to then moments of clarity and in moments of genius and I think this emotional roller coaster What I call the devil diamond coaster is really important to recognize and embrace And so we stopped and we did just that and we reminded ourselves to trust To trust and the approach that we're using and to trust and how we're going to tackle this problem Which leads me to my fourth point if you want to transform an organization if you want to really break down the traditions The traditional beliefs you have to bring that team together work from the bottom up have a vision and Take them on that journey bring them on that journey of learning and collaborating And in fact looking back on it There were two things that sort of really resonated for me about the success of doing this and how we help transform the organization And the first one was we had a marketer based in the US And she was our hardest critic goodness me after every iteration we go through of of research and design and evaluate and build She was constantly saying you're not testing with enough users You're not talking to enough people you know this isn't gonna work and we would fight and it was really difficult But after a while after about two or three or four iterations She became our strongest champion and she started championing customer experience all across Lily It was amazing and in fact the marketing department they used it in their own words That's another view of transformation of organization instead of them regurgitating what we said they said hey guys We need to stop push marketing and start creating the poll Amazing right this was their language and that's the way Lily now talks about Customer experience and of course you still need the data right and we also found Where they used to have about a thousand visitors per year. They were now getting a thousand visitors per month So our senior director of digital was pleased and it was a really really great outcome so to summarize if you really want to transform an organization and moving them from Marketing lead day to lead and really truly embracing customer experience There are four things that need to happen first the organization needs to have some sort of form of disruption chaos to recognize Actually, we have to do something different because they ain't working They also you also need a champion that could help you within the organization to facilitate the right people to bring them together You need one team coming together from the bottom up creating a vision that everyone believes in and Finally you need to bring them on that journey and the success of this collaborative working together was amazing Not only were we able to get a product the right product first time out there in a cost-effective way I think even more deeply Everyone actually genuinely personally felt rewarded by working on this project together and by everyone feeling that personal reward They were able to then tell the story to their colleagues and it grew and it continued to grow So now not only are we working with Lily for diabetes and this web portal We're also working with an animal health and it's really starting to propagate like dropping a petal in a pond that Cx that new strategy of being servicing is now across the organization. Thank you very much I think we have time for a few questions if anybody has fun have a question. So I worked on a similar project for Apollo and The same question was that they want to digitalize everything and they want doctors to Parallely write what a customer is saying or a patient is saying with all the medicines Suggesting whereas they have limited time to do so So a system how when you also say that they have ten minutes only and they have to listen also Give a suggestion also and that fill that digital website that can be reused what kind of Solution you suggest and what exactly you did to bring that three minutes to ten So yes a good question. There's two things we did So first when you look at the web portal what was happening. It was Lily like many other pharmaceuticals You remember when you you know when you open up a medication you get that massive piece of paper with a plethora of information We broke that down into usable chunks and recognize GPs need different information at different times So basically that was more around the information design and information architecture to make it easy to find and consume So that was the first thing we did in the ten minute consultation That was specifically working with a diabetes team and we worked on creating an app for patients I can't go into too much information But really the essence of that app was giving the patient more control giving them control of their life It was a big shift, right? This is something a patient is going to own so that they can go into that GP consultation and say Here's a snapshot. Here's a dashboard of me in the past six months And you can consume that in two minutes now I've got eight minutes to start thinking about do I need to change the treatment What do I need to do and how do I create a treatment plan for this individual? Well, there's a new patient they may have the app so we were looking at getting that app in places where It wasn't just through Lily It was looking at getting them involved in diabetes specific organizations So it was beyond beyond just Lily It was are getting the drug reps the doctors but thinking about diabetes specific communities talking about this app Leslie one question I have is like, you know what you are talking I can understand is from a UK or US background where you have GPS very all connected and everything has that but if I talk about from India context So I just wanted to get your thought like Everyone is not connected to a single system, but how we can try and make that connect plus that remain the GP generally go over shoot the time and the Appointments is go haywire. So how we can control that if there is anything in the lily what you're referring We didn't work at how you control that time No, it was just about having all the information in one place You're not having to look for it and again giving that control back to the patient to be able to showcase This is what's going on. This is what's important to me So the doctors has a better understanding of oh, okay This is what's gonna mode because it was really about adherence getting patients to adhere to their treatment plans So it's about making sure you create that connection and follow through sorry just to follow up question on that So, you know generally nowadays people are getting tech savvy and Sometimes they don't trust the doctor right they want to go and read about it and say how is it helping it? It's making more confusing because doctors always say oh gosh. Yeah by patient things. They know more than I do But it's a begin if you've got something that has all the information in one place and it's information They trust and they know and they know they're not looking at Wikipedia or what have you to come to them with information? But again, we didn't go into a lot of detail in that research, but The doctors trusted that the system Thank you