Increasing the NPS of a B2B Healthcare IT Company

We helped our client understand and improve their end-to-end customer experiences to increase satisfaction and drive growth.


The healthcare industry is facing numerous challenges because of increasing costs, new regulations, and a shift towards value-based care. As a leader in healthcare IT, our client plays a key role in improving quality of care and patient safety while decreasing costs.


Faced with emerging product offerings in increasingly competitive markets, our client wanted to maintain their position as a leader in the field, creating customers who evangelize their services and drive growth. Since the goal of the work was to increase customer satisfaction and loyalty, success would be measured through an increase in Net Promoter Score (NPS, or how likely clients are to recommend an organization’s products or services.)


Our client wanted to be strategic in how they improved customer experiences, investing only in interactions and services that would matter most to their customers and to their respective end users. To increase their NPS, they had identified that they needed to understand the end-to-end customer journey for each of their four customer segments — but they only had a month to do it to meet a key corporate deadline.


To help senior leadership meet their ambitious deadline, we convened a cross-disciplinary core team to visualize their customers’ journeys across all interactions with their company in a 1-month sprint. The core team included individuals from the existing CX group, as well as a variety of other departments which were involved in delivering the customer experience (like marketing, sales, account management, etc.)


While CX leadership was well-versed in journey mapping, other individuals within the core team and across the organization were newer to the concept. To ensure alignment and buy-in, we leveraged an example journey map that illustrated the value of journey mapping, including developing a shared understanding of the current customer experience, strategically designing improved experiences, and ultimately creating a more customer-centric culture.


To begin the 4-week journey mapping process, the core team identified the key activities of customers, along with their thoughts, feelings and pain points at each interaction. We built on our client’s voice of customer data and facilitated customer interviews to validate and refine the core team’s visualization of the customer journey. These interviews were critical in parsing out aspects of the customer experience that were simply pain points (which were familiar to our clients from survey feedback) versus other, more important interactions which can make or break the entire customer experience, called “critical moments.


Next, we identified and prioritized areas of improvement, which were developed into charters that clearly outlined specific opportunities to improve customer experiences in the coming year.


During charter development, we conducted stakeholder interviews and worked closely with the CX team and core team to identify relevant in-flight projects that were already working towards improving aspects of the customer journey. We aligned our process with internal Six Sigma processes to ensure that our work would not be duplicative.


Following the 4-week sprint to develop journey maps, we generated ideas for how we could improve customer experiences at critical moments, envisioning how our client might meet and exceed their customers’ most important needs in the next 2-3 years. Ideas were prioritized based on desirability to the customer and feasibility and viability for the business, and the most valuable concepts were integrated into a compelling vision and narrative of the future customer experience.


Finally, we brought aspects of the future experience to life in a single prototype, which we then used to gather feedback from customers. Based on what customers wanted and needed most, we developed a Minimum Viable Experience (MVE) for our client to work towards delivering in the coming year.


Leadership is now guiding the implementation of tangible improvements outlined in the MVE and charters while ensuring in-flight work aligns with the vision for the future customer experience.

Key Activities


  • Internal Stakeholder Interviews
  • Customer Interviews
  • Customer Journey Maps for Segments


  • Customer Personas
  • Ideal Future Experience
  • Minimum Viable Experience


  • High-Level Service Blueprint
  • Low-Fidelity Prototype


  • Implementation Plan
  • Project Charters

Key Deliverables


Journey Maps


Critica Moments


Future Experience


Mid-Fidelity Prototype