MeYouHealth.Com

1. MeYouHealth.Com Minder Chen, Ph.D. Professor of MIS Martin V. Smith School of Business and Economics California State University Channel Islands Minder.chen@csuci.edu

2. A Starting Point of Innovation A customer friction (pain) is a (re)discovered of relevant and often unmet needs in a recognizable situation from a target group. • Adapted form http://www.innovationexcellence.com/blog/2011/07/08/solve-customer-frictions/

3. Finding the Sweet Spot http://www.ideo.com/images/uploads/news/pdfs/IDEO_HBR_Design_Thinking.pdf

4. The Design Process http://www.ideo.com/images/uploads/news/pdfs/IDEO_HBR_Design_Thinking.pdf

5. Inspiration (1) [ Inter-disciplines]

6. Inspiration (2) Extreme Users Insights Technology Enablers Patterns Themes

7. Ideation Low-Fidelity Prototype Customer Journal Map Story Telling Usage scenarios

8. Quick (Low-Fidelity) Prototyping Think with your hands. Building to think. Fail often to succeed sooner. Read the IDEO Difference (link)

9. Ptototypes Eric Ries, author of The Lean Startup, calls such a prototype a minimum viable product, or MVP—representing the least amount of effort needed to run an experiment and get feedback. Creativity requires cycling lots of ideas. The more you invest in your prototype and the closer to “final” it is, the harder it is to let go of a concept that’s not working. Prototyping quickly and cheaply also allows you to keep multiple concepts alive longer.  Boyle’s Law (named after one of IDEO’s master prototypers, Dennis Boyle): never go to a meeting without a prototype.

10. Why Designers Should Never Go to a Meeting Without a Prototype Link a project with Sesame Workshop to develop Elmo’s Monster Maker—an iPhone app that leads young children through the process of designing their own monster friend. They had an idea for a new dance feature in which kids could guide Elmo through different dance moves in sync with a simple music track. 

12. Implementation

13. Design Thinking Process by Stanford d.school / IDEO “To create meaningful innovations, you need to know your users. Empathize and care about their lives.” “It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.” “Build to think and test to learn.” “Framing the right problem is the only way to create the right solution.” IDEO: Inspiration  Ideation  Implementation “Testing is an opportunity to learn about your solution/assumptions and your user.” http://dschool.stanford.edu/dgift/ https://dschool.stanford.edu/groups/designresources/wiki/36873/attachments/8a846/ModeGuideBOOTCAMP2010.pdf

14. Three Attributes of User Experiences Experience, Expectancy, Envy Excitement, Enjoyment, Enforcement Entertainment, Esthetic, Escape, Education

15. Product Experience

16. Four Principles for Practicing Design Innovation • Build innovations around people’s experiences • Think of innovations as systems and not just products • Cultivate an innovation culture in organizations • Adopt rigorous design processes and structured methods

17. Design for Growth (D4G) Process and Tools

18. Tools in the Toolbox

19. MeYouHealth.com

20. Founder Development work (Ethiopia)  Public health project (Boston University)  Founded QuitNet.com Rich repertoire and ready to innovate.

21. The Context MeYouHealth, a subsidiary of Healthways, a global company offering comprehensive solutions to improve well-being and decrease health care costs. Design's Contribution: Bringing qualitative approaches to a quantitative corporate environment. Healthway is the global company helped employers improve their employees' health, and thereby decrease their health care costs, through a portfolio of tools and interventions designed to educate people on how best to use available health care services and care for themselves more effectively. Healthways (Nashville) acquired QuitNet.com. Around 2007, Chris was asked to implement social Web and mobile applications capable of solving big behavioral health problems.

22. Innovator's Dilemma The innovator's dilemma- the processes that sustain growth and operational capabilities are at odds with the projects for building innovative new products. Create a wholly owned subsidiary, called MeYou Health. They would rather own disruptive technologies and products and disrupt themselves than be disrupted by a competitor. Healthways had been very successful in using large amounts of data to develop sophisticated algorithms for predicting risk in disease and health management.

23. Barrier to Well-Being: Quantitative Data Healthways Well-Being Index based on quantitative data. 6 Dimensions: Emotional, physical, behavioral, work environmental, access to health resources, overall life outlook. In 2008 Healthways had announced a 25-year partnership with Gallup to quantify and monitor changes in the state of the country's well-being. The output of that partnership, the "Well-Being Index," involved completing 1,000 telephone surveys every night. Healthways also developed a well-being assessment for individuals. Well-Being Index won't tell you how to move forward or how to engage people in a way that they find satisfying. It didn't explore it as a human phenomenon  Understanding well-being deeply enough to change it.

24. MeYouHealth Business Model How to engage people in anything to do with their well-being MeYouHealth is a well-being company dedicated to engage, educate and empower individuals to pursue and maintain a healthy life. Helping large employers and insurers reduce employees’ health care costs by creating a business model based on the notion that social networks can improve well-being and help people help themselves.

25. Design Consultancy Enlisted help from Essential Design

26. Special research challenges Potential customers for this service were so diverse-ranging in age from twenty to seventy and with a mixture of family situations, motivation levels, and technological savvy.

27. 3 Stages of Research for Developing Novel Ideas Exploratory, which focused on developing empathy for users through such techniques as ethnography and shadowing. Co-creation, which gave people an opportunity to create something in a hands-on activity, using, as a starting point, some hypotheses about what users value; Evaluative, which tested hypotheses as one moved from low- to high-fidelity prototypes and minimum viable products.

28. Design Thinking Research Techniques Design thinking : business innovation, Dec. 2012

29. Source: Design thinking : business innovation, Dec. 2012 Represents samples qualitatively and seeks profiles of extreme users, because unusual and obscure observations may lead to new and interesting ideas.

30. One of the Tools Used to Understand Potential Users enough to inspire more creative thinking about how to engage them • Qualitative vs. Quantitative • Number of subjects studied: 36 • Deep with small number vs. wide (shallow) with large number • Find out stakeholder’s unarticulated needs • Longer interview and messier data collected • The study is not to prove that our idea is good. It is to inspire us to have better and more innovative ideas.

31. Personal Journal Capture the rhythm of their lives for a week noting specific experiences that affected their well-being.

32. Predictive Tool: Visualization 2 hours interview for each subject. Each subject create a collage of images that symbolize their perceptions of well-being and their 5-year projection for themselves.

33. Wellbeing Personal Connection Worksheet Pinwheel Social graph visualizing and indicating impacts of group of people to their health

34. Wellbeing Goals in a 2x2 Matrix 攝氧量(oxygen consumption, VO2) 

35. Mind Mapping Tool

36. Persona • Name • Age • Photo • Candid quotes • Personal information • Work environment • Computer proficiency • Motivation for using the product • Information-seeking habits • Personal and professional goals • Evokes a strong sense of empathy in the project team • Eliminates the need to design for an abstract, elastic “user group” whose goals and needs are not fully understood • Facilitates user-centered design – the focus is now on the goals of your typical customer rather than the project team A persona is an archetype of an organization’s typical customer, and is defined primarily by a customer’s goals when interacting with the products. They are not real people, but are used to represent real users during the design process. Products generally have a “cast” of personas, ranging from 3 to 8, one of which is considered the primary persona. These are best presented as narratives. Providing a persona with real characteristics: Source: The ABCs of Personas: Design for People, Design for Success

37. 7 Different Personas and What Motivates Them Aware & Achieving, Me-Time Impoverished, Validation Seeker, Enlightened and Discovering, Idle, Excuse Maker, Enabled Monumental mobile app with gaming feature  Daily Challenge

39. Different Approaches to Improve Wellbeing of Different Persona

40. Different Approaches to Improve Wellbeing of Different Persona

41. A Complete Picture Learn about the perspectives and attitudes and behavioral underpinnings of their customers. The power of combining qualitative and quantitative data for a more complete picture. Video is a powerful tool for conveying the human nature of stakeholders.

42. Gamification for Wellbeing From the outset, Chris believed that games could play an important role in behavior change, especially as a vehicle for jump-starting social connections. One crucial theme emerged from the interviews: that tiny, incremental changes can lead to bigger changes. Have minimum viable products (MVP) ready for launch as quickly as possible: Within 18 months, the MYH team had created and launched a dozen different products: websites, mobile applications, and Facebook and Twitter apps. Minimum viable products go one step further to engage early adopters. Build and test the product entirely in the context of a direct-to-consumer audience.

43. A Journey with a Support Group Help people in their journey (not goals) to improve their well-being by making it fun, by making it social-not knowing necessarily where they're going to end up, but ultimately we hope they'll be feeling a greater sense of well-being. Central hypothesis that online networks of people supporting one another can motivate the behaviors that increase well-being.

44. Monumental from MeYouHealth Encourage taking steps instead of elevator. Track vertical steps & maps that progress against climbing a well-known monument such as the Eiffel Tower. (Validation Seeker)

45. Daily Challenge “ Daily Challenge has been very helpful in suggesting small positive changes to my everyday life. I enjoy how simple, yet effective, each challenge has been. ” https://challenge.meyouhealth.com/signup Daily Challenge is a social well-being experience that allows you to improve your health in one small way each day. You complete simple challenges and share the experience with those closest to you -- all while you earn points, reach new levels, and get support from the Daily Challenge community. https://www.youtube.com/watch?v=YaWYKQ9vv8w

46. Daily Challenge: Principal Metric Return engagement: the percentage of people who have used the product for a length of time and continue to use it. About two-thirds of Daily Challenge users are still active after ninety days. (Typically 20-30% at 30 days) After one year, 34 percent of our users are still using the product. Networking effects indicated by people form challenge groups and support groups in the application.

47. Demonstrating Health Outcomes

48. Wellbeing and Health Are Social Phenomena Don’t underestimate the power of small and incremental steps. when it comes to improving their well-being, people need tiny, repetitive pushes toward good decisions. Thinking smaller -- placing small bets and learning fast -- is an undervalued innovation strategy.

49. Design Thinking and Agile Engineering Institutionalizing the design thinking process and melding it with an agile engineering capacity to move much more quickly from ideation to proven product in the market. Don’t choose sides- work with both quantitative and qualitative data.