Think, customer first.

What they needed:

• With unprecedented financial, operational and quality pressures, hospitals now need much more than well-priced equipment.
• These hospitals need to take out cost and at the same time invest millions in infrastructure to keep current.
• Hospital radiology departments used to be major profit centers. Newhealth economics mean that today’s radiology departments need far higher levels of productivity.

How it’s traditionally done:

• Rely on third-party technology consultants to integrate new radiology equipment into the customer’s infrastructure and workflows.

How we did it:

• We coached a global, cross-functional team to think and behave like astart up, which gave them first-mover advantage in the North American marketplace.
• We coached the team to ask customers a different set of questions, which revealed that new equipment integration was one of several issues customers were grappling with. The team was invited to help solve those other issues with staffing, supply sourcing, improving patient outcomes and boosting patient satisfaction levels.
• With a series of experiments, the team learned which solutions wouldbe most valuable, and how readily they would be adopted by the customer.
• We guided the team to take risks and test unconventional commercialpartnerships to learn how to accelerate deal cycle time and increasecustomer value.

How it worked out:

• The client team has developed an entirely new revenue stream, and hospitals now view them as a valued business partner, not a vendor.
• Up to 25% savings in the most capital intensive and labor intensive department in the hospital.