Design Thinking as Catalyst for a Hospital Operation Centre

Christophe Vetterli () and Raphael Roth ()
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Christophe Vetterli: Vetterli Roth & Partners AG
Raphael Roth: Vetterli Roth & Partners AG

Chapter Chapter 11 in Service Design Practices for Healthcare Innovation, 2022, pp 225-234 from Springer

Abstract: Abstract A mission control gathers all relevant decision makers in one room and provides them with real time data to anticipate the next few steps of the mission. This vision in healthcare helped to create a similar mission control or so-called Operations Centre at a major Swiss Hospital in Spring 2020 to assure stability in daily crisis management and beyond. Design thinking as the approach to develop a hospital mission control assured a tremendous development time of only 7 days to go live with a first version. Design thinking helped additionally to improve the mission control version day by day incorporating more and more needs of the users of this system. The elements that were embedded were: (1) a room with data-cockpits and relevant roles within, (2) a standardized data structure, (3) a standardized information flow, (4) centralized communication structures. Besides having fastened the problem-solving time, so that 80% of the problems were raised and solved within 90 min across all 5 hospital sites, this example also shows how design thinking helped to foster digitalization in healthcare in order to improve treatment quality and patient experience as well as how it fostered the creation of a completely new decision system to improve hospital leadership overall.

Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-87273-1_11

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DOI: 10.1007/978-3-030-87273-1_11

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