First time right: getting the right healthcare, quickly

Concept Accelerator

Service blueprint

Serious prototyping

Customer journeys

The challenge

How do we ensure through a customer-friendly process that people get the right care as quickly as possible?

The approach

A care office helps arrange long-term care (WLZ) for patients with severe mental disabilities or Alzheimer's disease, for example. The service process behind this is complex: IT challenges and politically imposed, often changing regulations make applying for this care a complicated and time-consuming process for family members and caregivers. And they are often already under great emotional pressure. 

For this healthcare innovation challenge, we used our Concept Accelerator program.

Understanding how a process works precisely is crucial when it comes to service processes and healthcare innovation. Therefore, during the research phase, we used a combination of a service blueprint and a customer journey map. By merging these, you can see in one overview how the process unfolds, what the interaction is between clients, employees, and IT systems, and simultaneously the journey the client goes through during the service delivery.


In the subsequent ideation phase, we designed the service process in a few co-creation sessions as clients and the Care Office would like to see it themselves, without being burdened by "this cannot" or "this may not."

Based on the new customer journey, we selected components within the current process where quick, effective, and measurable impact could be achieved, short term. We were dealing with a functioning process on which many people depend, and you can't simply radically change things overnight. That's why we simultaneously simulated this process. This allowed us to innovate with a small team without relying on, for example, the IT department or disrupting existing processes.

replaced up to twelve physical forms that clients typically have to fill out in one go. A crucial factor in the success of this prototype was the language used. Various forms used complicated, ever-changing terms, peppered with official WLZ jargon. From the very beginning, we imposed the requirement "everything in plain language" on ourselves.

Clients then proceeded through the new intake process. Any indication for a modification in the procedure or the prototype was immediately recorded and implemented on the same day if possible.

The impact

Application process reduced From 35 to 8 days

NPS score increased to 8,9

Validated more efficient work processes for clients, staff and IT

IT and organization roadmap as a basis for successful implementation and scaling

Also in need of improving your processes?

'A difficult process is never enjoyable, of course, but for the family of those in need of care, it's even more bothersome. How remarkable would it be if you can bring improvement to that? It has a tremendous impact, and people are truly grateful for it.'

Daan van Hal

Experiment Designer MakerLab


Value-driven thinking and doing with the innovation assessment

Time for innovation?

Sander Goudswaard

Partner MakerLab

+31 6 41 36 81 66




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