Blog : Decision Driven Design

imagine.GO helped Dell Healthcare design & launch CRM+

imagine.GO helped Dell Healthcare design & launch CRM+

Dell Healthcare hired imagine.GO to design and launch a CRM solution for health insurance companies.

Dell Healthcare is one of the largest Healthcare Technology Services providers in the world. They provide the people, processes, and technology to help health plans and large health care providers create the healthcare of the future.

The goal of this project was to define the ideal approach for implementing as a CRM solution for health insurance companies.  We used our 15+ years of implementation experience to not just design and build a technical solution, but also define the best way to implement it for Dell and its health care clients. Our work included how to set client expectations, how to make key design decisions, the best way to set up user roles, and our expert recommendations for customizations to the core Salesforce system.

Our final product produced solutions for health insurance lead management, sales, onboarding, service, and even care management. A high-level view of a few of the features in the solution are shown in the images below.

imagine.GO provides Salesforce CRM implementation services for healthcare companies using our proprietary delivery methodology (Decision Driven CRM Design). We also develop our own Healthcare Applications, currently available on the AppExchange.

to your health,

The Team at imagine.GO

Innovation Takes Excitement

Innovation Takes Excitement

A Visit to CAMLS

I believe that Innovation Takes Excitement and Collaboration, and Should Be Fun too. I made this decision based on a visit to a very innovative medical facility in Tampa, Florida.

In 2012, I had an opportunity to visit the Center For Advanced Medical Learning And Simulation (CAMLS). It was a rewarding experience and I was highly impressed at how much had been invested in innovation around both medical practices and collaboration. More than just a cutting edge surgery training facility, CAMLS the physical place – is designed to facilitate adult learning and team collaboration. The idea stemmed from coupling the USF medical department with the innovation department to create something new that allows for a disruptive way to teach new doctors about care, as well as help other healthcare partners to think differently about building medical devices.

Center For Advanced Medical Learning And Simulation (CAMLS)

According to their website, CAMLS is “a 90,000 square foot, state-of-the-art, three-story facility with every possible form of health professional education and training, for individuals and teams, under one roof. CAMLS integrates simulation technology, aviation science, team training, and evidence-based best practice into innovative programs with measurable outcomes.”

What Did I Learn?

The lessons I took about innovation from visiting this wonderful new facility are three fold.
1. Innovation takes (and creates) excitement,
2. Innovation takes collaboration, and
3. Innovation should be fun.

1. Innovation Takes Excitement

What struck me right off the bat was the level of excitement among the faculty at CAMLS – about the building itself, and the enterprise that they were engaged in.  Seeing that much focused excitement and commitment by the leaders of the organization gave me great hope that this enterprise was going to have sufficient staying power.

This is not always so with many of the innovation efforts I have seen. Often times, innovation is an afterthought to what is considered most important to a company’s core strategy. In as much, the work is assigned to existing team members who are led by the classic big company manager. This model almost always ensures that you will get mediocre results. It takes a lot of effort to sustain a disruptive innovation practice and most legacy managers do not have it. They are too concerned about their status, and do not want to rock the boat and truly push the envelope. This translates into a fear to take chances and a reluctance to push for innovation’s needs over and above the rest of the company’s wants.

2. Innovation Takes Collaboration

Next, innovation takes collaboration. The notion of the lone scientist thinking up how to change the world is really a fallacy. As discussed in the book Where Good Ideas Come From: The Natural History of Innovation, big ideas are really a series of smaller ideas coming together to form something that is meaningful to the market. Edison had a team of professionals working with him to determine the right size filament for his light bulb. CAMLS itself is a co-laboratory that brings multi-disciplinary thinkers together on a common problem. True to the concept of The Medici Effect: Breakthrough Insights at the Intersection of Ideas, Concepts, and Cultures, I was glad to see that CAMLS was designed to bring together scientists, doctors, academics, business people, and students to work on innovative medical ideas.I advocate that every company should have its own innovation space – a place to think and train on new methods like rapid prototyping. A place to have customers provide feedback on our products and services and a place that will fuel an organization’s movement to a more innovative system.If your current training facilities do not invoke/inspire interest and a spirit of learning – consider extending them to be part of the imagination space.

Think of it as a Library where you are allowed to talk, experiment, and interact on topics of importance to your company.  At CAMLS they treat their training as a means to have doctors and care providers walk thru the life of their patients. They use their simulation centers to teach how to deliver both good and bad results to a patient and video it to review in private. Here they extend what the doctor is learning beyond just medicine; they are teaching connectivity to humans in need.
But a word of caution on this idea – companies and the people that work for them change – what is needed today will be old hat tomorrow. If you are going to build your own innovation center – don’t pour it in concrete. Meaning, save room for new ideas and build it modularly so sections that are no longer relevant can be removed.

3. Innovation Should Be Fun

One last point I want to make is that innovation should have a strong dose of fun in its’ application. After all, what’s the point of changing things if you not changing them for the better. Nothing to add here specifically other than when you find yourself taking your innovation efforts too seriously – you may want to find something else to do.

In Summary

I believe CAMLS is set-up for success and I will be following them and watching their progress throughout the next couple of years. I invite you to do the same. Here is a quick video that I put together of what I saw.

To your health,

The Team at imagine.GO

Customers Want What They Want – MVP Helps Get it to Them

Customers Want What They Want – MVP Helps Get it to Them

Minimum Viable Product

Customers want what they want not what you want for them. As such, the discipline of Minimum Viable Product is one I hope you learn more about soon.  I think Eric Ries says it best, but I wanted to sum up my perspective for you.

MVP as a methodology enables designers to determine whether people want what they are building – in a manner that gauges acceptance and demand – yet preserves capital and time. This is accomplished by allowing designers to validate assumptions about their “product” in two important aspects: its value and the demand for it.


By definition, MVP is the version of a product that gets built through one cycle of a build, measure, learn loop – as fast as possible. Once the MVP is confirmed (keep in mind, it may take a few iterations), other lean methodologies can be employed to build upon it.

MVP = 3 things: value, use, & speed

Valuable – understand if your product is valued

Make an assumption about the value-exchange created by your product and test it thru iteration until it validated or dropped. Value is defined through the lens of the customer – not what you want for the customer. If no value is confirmed, no product should be created.

Usable – make your product usable and it will get used

MVP asks that you focus on delivering product experience – not on documentation or large feature sets. Usable is more broad a term than just usability. The real test is the usage of the product in the manner you anticipated, not necessarily its first pass at usability. Although you can’t get usage without usability, so be careful not to forsake usability for speed and minimum moving parts. Form and function must appear simultaneously – with minimum function allowing for a simpler form.

Speed – take your product to market quickly

By only building what is deemed most valuable in order of priority to the customer, and progressing through iterative builds, you ensure speed to market and successful releases. When you are wrong, you fail fast (and cheap). MVP assumes iterate until you find the ideal solution. Start small and add on based on customer need.

modelH - Minimum Viable Product (MVP)

So how can you best focus on your (MVP)?

Getting to MVP is actually fairly simple. I suggest this path.

  • Start with the features that allow the “app” to be deployed, and no more. Be disciplined here. Do not let your shovel makers and hole diggers get the better of you. Get to the orange juice quickly. You can work on other recipes soon enough.
  • Launch to your defined early adopters (they are forgiving) and get feedback. Oh yeah, it stands to reason to work with people who want to work with you. If you know people do not like the taste of orange, avoid them. Finds the ones that do and test your MVP with them first. If you cannot “sell” the vision to your early adopters how will you do it with anyone else?
  • Add what is relevant to extend value incrementally. OK, do not let the shovel makers and the hole diggers add a little bit at a time and test it. Make sure you are keeping true to the original “value” part of the app!
  • Now just keeping doing that!

This BLOG by Alexander Osterwalder is very useful for helping you get started.

By the way, you should not use MVP as a start if you are not committed to proceeding with other lean methodologies afterwards that allow for a continued iterative process – lest you lose the “value” in your product. More on this at another time.


To your health,

The Team at imagine.GO