Ontario Health

01

VALUE PROPOSITION DEFINITION

What game are we playing?

How To Reduce Doctor Patient Wait Times

Before mapping a journey, establish what the service is trying to make possible — for the people using it and for the organization delivering it.

This framing creates the reference point for everything that follows. It keeps research, journey stages, workflows and measures connected to an intended service outcome rather than becoming disconnected artifacts.

02

ORGANIZATIONAL ARCHAEOLOGY & RESEARCH COLLECTION

What do we need to play the game?

How To Reduce Doctor Patient Wait Times

Complex organizations already contain a large amount of knowledge about the service — but that knowledge is usually fragmented across documents, teams, systems and previous initiatives.

I start by collecting and interpreting what the organization already knows: existing research, requirements, system information, workflow descriptions, screenshots, use cases, standards, prior artifacts and SME knowledge.

This organizational archaeology creates an evidence base before new research begins. It helps reveal where knowledge is strong, where sources disagree, and where targeted interviews or validation will add the most value.

To fill identified gaps, I designed interviews and surveys to target 20+ health-system professionals, including senior regional medical directors and provincial clinical leads, to identify Jobs-to-be-Done, unmet needs, persona roles and current-state workflow challenges. Together with usability studies with the UX designer across three vendor solutions, we better documented usability pain points and behavioural observations for further journey, workflow and service-design analysis.

03

PERSONAS & ACTORS

Who are the players?

How To Reduce Doctor Patient Wait Times

Enterprise services are rarely experienced or delivered by a single user. They involve multiple people with different goals, responsibilities, levels of authority and operational constraints.

Persona and actor models helped make those differences visible and prevented the journey from being reduced to a generic “user” perspective.

The actor model clarified who interacts directly with the service, who performs work behind the scenes, what each actor is trying to accomplish, where responsibilities change, and which information or systems each actor depends on.

Those roles then remained traceable across journeys, workflows and service blueprints.

04

JOURNEY MAPPING

What is the playing field?

How To Reduce Doctor Patient Wait Times

The journey provides the shared end-to-end view of the service: the stages through which people move, what they are trying to accomplish, and where experience and operational complexity accumulate.

Complex enterprise journeys rarely live inside one application, department or organizational chart. The journey therefore had to look across touchpoints and organizational boundaries rather than treating each interaction in isolation.

The journey acted as the common playing field: a stable enough structure for teams to locate research, operational detail, moments that matter and measures while still allowing the underlying evidence to evolve.

05

OPERATIONAL WORKFLOWS

How is the game actually played?

How To Reduce Doctor Patient Wait Times

Frontstage experiences depend on backstage operations.

A seemingly small improvement to a customer or clinician touchpoint can create additional work somewhere else. Removing information from one interaction, for example, may simplify that moment while increasing downstream clarification, administrative effort, delays or rework.

I therefore connected journey-level experience views with detailed operational workflows showing how work actually progresses through roles, decisions, systems, state changes and handoffs.

“What happens to the entire service if we change this touchpoint?”

06

SERVICE BLUEPRINTS

What's the game plan for playing together?

How To Reduce Doctor Patient Wait Times

A service blueprint is where the different views begin to operate as one system — connecting the experience people have with the actors, activities, processes, systems and dependencies required to deliver it.

The views served different purposes while describing the same underlying service. This allowed teams to move from 30,000-foot understanding to operational detail without losing the relationship between the two.

At the operational level, the blueprint becomes more than a visualization of the experience. Each meaningful step can be inspected through the work performed, the state change it creates, the evidence that confirms it occurred, the supporting technology, ownership, risks and associated measurement signals.

I treated these artifacts as boundary objects: shared representations that allow leaders, product teams, researchers, designers, operations and technology teams to inspect the same service from the level of detail they need.

07

VOC & MEASUREMENT

How well are we playing — and how do we improve?

How To Reduce Doctor Patient Wait Times

A journey should be measurable.

Understanding what happens is only one part of Journey Management. Organizations also need to understand how well the journey is performing, where friction is emerging and where intervention may be required.

I developed a consolidated VoC research and measurement approach connected to identifiable stages and moments within the service, rather than treating VoC as a separate research stream.

Measurement becomes more useful when a signal can be understood in the context of where it occurs in the journey, which actors are affected, and what operational activity surrounds it.