Having conducted international research audits, interviews and field research with physicians over the past few years, I’ve noticed 5 commonalities of the physicians’ experience that seem to transcend physical and cultural boundaries. Understanding and appreciating these common themes can provide those desiring to do business with physicians with a foundation for further cultivating their knowledge of physicians and for developing a successful relationship with them.

1. Physicians seem to have a perpetual time deficit – while the reasons may differ – in the US a physician may be spending significant time finding a medication that is on his/her patient’s insurance formulary while a Spanish physician may be spending that time understanding local regulations – a common thread across regions is that physicians are being tasked with increasing responsibilities, more patients and yet there are still only 24 hours in the day. Physicians need tools and resources that help them work quickly and efficiently.
2. Medical school is not business school; practice management can be a struggle – for physicians who are intimately involved with the operations of their facility, practice management is a critical responsibility for which many feel unprepared. This is as true in parts of Europe and Asia as it is in the US. Physicians need advice, tools and resources to help them manage this aspect of their careers.
3. Physicians everywhere are worried about bureaucracy and legal troubles – malpractice and following regulations are concerns for all physicians. They constantly need to be on top of regulations, protocols and best practices so as to avoid legal or administrative issues. In an ever-changing medical and healthcare environment this can be a challenge. Physicians often feel very vulnerable with regard to these issues and value advice from trusted peers and experts.
4. Patient adherence remains a top concern – the challenge to get patients to adhere to treatment regimens is universal. Whether it is because the patient feels he or she knows better than the physician, or the patient has a misperception about treatment, or that simple absentmindedness leads to non-compliance, adherence is a major challenge and physicians take it very seriously. There is a multitude of patient education and compliance-related resources available. Physicians want efficient ways to point their patients toward the most effective information and tools.
5. Physicians are people too, and want to feel respected as physicians – physicians get the most satisfaction from their work when they are working with their patients, taking the time to understand their needs, and seeing them succeed through improved health and wellbeing – not when being marketed to or working out from under a pile of paperwork. Physicians have expressed that when they do not feel their patients appreciate their expertise, their time is undervalued, or when they are distracted by interruptions or burdened with administrative tasks, they do not feel respected and do not find their profession satisfying.  

The above form a preliminary understanding of the physician experience across the globe, but keep in mind there are also notable differences between physician experiences in different countries, shaped by local healthcare structure and medical regulation, culture, and the availability of technologies. Even within a single country there can be distinct nuances depending on the type of physician, the working environment such as hospital vs. private practice, and the region. For example physicians in the more rural regions of Italy have expressed feeling isolated as part of their jobs due to limited direct exposure to their peers, a distinct aspect of the rural Italian physician experience that shapes their dependence on online methods of peer communication. So what should companies be thinking about when developing new research initiatives involving physicians so as to ensure new research provides targeted insight and real value? Three things come immediately to mind.

 a)     Optimize what you know – use research dollars and time first to validate and then to probe further: Take advantage of findings like those outlined above and use new research as an opportunity to validate relevant findings in the context of your company’s specific challenge(s) in order to build on what is known. 

b)     Identify what you don’t know – fill in the knowledge gaps:  For example, some companies  have a deep understanding of physician online behaviors (which sites they go to, for which types of information, for how long, etc.) but may not have an equally robust understanding of what  motivates those behaviors, i.e. the “why” behind the physicians’ search for  online information. Many companies lack a thorough understanding of unmet physician needs, the physician’s physical environment, and the impact of influencers such as nurses and other office and hospital staff on physicians’ decisions. The key is to identify unanswered questions and prioritize the areas that will help ensure the success of the physician-vendor interaction.  

c)      Align and make research actionable – research with the company’s and the physician’s businesses in mind:  When forming key questions, think about what will be done with the answers to help better serve the physician. Start by mapping the company’s business goals to the known needs of the physician. With that alignment in place, clearly articulate the desired outcome of the research. Is the goal to identify a new business opportunity? To affirm or rebut existing concepts so changes can be made before proceeding? Thinking about the desired outcome helps ensure that research findings lead directly to specific actions that advance the company’s business goals and align with the physicians’ goals.

Effectively planned and executed physician research that leverages what is already known and focuses on the evolving challenges these professionals face benefits both the company and the physician. Keeping these tips in mind when conducting research drives toward a rich, holistic understanding of the physicians’ experience  and better positions the company to play a meaningful role in that experience.

Yet the iPad has taken off in businesses, particularly in the financial services and health sectors.[1] Applications such as Pages, Keynote, Numbers, and Documents to Go were some of the top grossing apps in 2010, a strong indication that iPad users are seeking to perform work-related tasks in between completing Angry Birds levels[2]. And with companies such as JP Morgan Chase and Mercedes-Benz fully adopting the device, the iPad is clearly no longer confined to the realm of personal or recreational devices. Why is this happening?

Professionals are discovering that many of the qualities of the iPad that make it a great personal device can also be a tremendous benefit in the corporate environment. The primary benefits of the iPad include:

• Portability and Convenience
• Ease of Use and Intuitiveness
• Instant-on Capability
• Long Battery Life
• Support of Work/Life Balance

What does this mean for the iPad in the enterprise? Is adopting the iPad necessary to stay competitive and forward-thinking, or is its wide-scale adoption jumping the gun?

When taking into account cost, security, and the amount of planning required for a business to adopt a new device, deciding whether or not to roll out the iPad in your company can seem daunting and even risky. But rest assured there are ways you can determine the value the iPad may bring to your company and your employees.  

iPad in the Enterprise: A Case Study

Recently, MISI Company was asked to conduct a research project at a leading financial services firm to answer a simple question – to adopt or not to adopt? Our research led us to shift from framing adoption as a simple yes/no question to asking more open-ended questions such as:

     -   What capabilities does the iPad offer that my employees would benefit from?

     -   How could my employees integrate the iPad into their work for maximum benefit?

     -  What level of support can my business provide to enable employees to maximize efficiency on the device?

Our research revealed that the iPad did not fulfill any new or unique needs for our participants, but many found it to be an invaluable addition to their existing device suite. The iPad changed how, when, and where they completed certain work tasks. The employees that benefitted the most were executives who primarily review materials, and those who travel often. The iPad’s portability, instant-on nature, easy reader capabilities, and the long battery life made it perfect for them.

On the other hand, employees on an associate or administrative level would not benefit as much from this device because they are typically completing more complex work tasks. For these employees, the iPad won’t replace their laptop and/or desktop so it would just be another device to carry around. Also, its high potential for error with data entry, poor content creation experience, and the lack of compatible file outputs are all significant drawbacks.

Armed with research about how employees use or would like to use their iPads, we were able to make recommendations that required implementing a level of support that minimizes the company’s upfront costs/efforts and the employees’ expectations, while positioning the business to expand the support they provide for the device in the future.

The iPad in Your Enterprise

So how can you predict if your business could benefit from the iPad or similar devices, or if it would become an underutilized purchase?

A great way to begin is to foster an environment that allows professionals to explore new technology in the work environment. Providing basic support to your employees who have purchased iPads on their own is a great way for those professionals to explore how the iPad can be most useful to them in the workplace. For companies currently supporting the iPhone, it is particularly simple to give employees low-level access such as email and calendaring since the infrastructure needed to implement email/calendaring on the iPhone and the iPad are the same.

As employees test out the new technology within your company, encourage and solicit structured feedback from them so that leadership can be informed about the end-user experience of the iPad at a low level of support, so as to inform future decisions.  

It is important for leadership to approach the iPad from a research mentality to understand the level of iPad support that is most appropriate for your organization and employees. Think about questions like:

     – Which people in your company are using the iPad already?

     – How and when are they using it?

     – Do they feel more productive or efficient with the iPad or do they just see it as another device?

     – What do they wish they could do better or more efficiently on the device?

     – What would they think would be helpful for them to complete on the iPad with the company’s support?

     – How does the iPad change their perception of their work tasks?

Gathering these insights can be done on an informal or formal basis, depending on factors such as cost, and the level of insight your business needs. For example, gathering information informally via short surveys, focus groups, or quick interviews to find out how employees use tools like the iPad day-to-day can provide great initial insights for minimal cost. But such research is not usually enough to inform business-changing decisions.

It is important to fully appreciate the context of use and the potential ROI when making formal decisions to encourage and support the use of new devices like the iPad. Formal research, including contextual interviews and shadowing both within and outside the workplace, is most appropriate for an organization looking to gain a thorough view of the potential benefits and risks.  

Understanding the specific tasks your employees currently complete or could be completing on their iPads will allow you to implement task-oriented solutions that are practical for your business and based on your employees’ needs.

Once your implementation plan is mapped out, make sure to clearly communicate what support is available so employees understand what they can do, what they can’t do, how they are supposed to do it – particularly with regard to mobile security – and even what they should be expecting in the near future. Remember that new technologies and offerings are most valuable if users are properly informed about them and are using them correctly.    

Gradually enabling use in the workplace of new personal and preferred devices like the iPad can have many benefits, including inspiring bonding and innovative interactions among employees based on their personal relationship with the device. Allowing your employees to demonstrate the utility of the device and its advantages can provide your company with an employee-centric view of the support plan that is appropriate for your business. Your research and understanding of how the device fits your business today will help inform your long-term goals for how such devices will shape the future, for your employees, your company, and your markets.

[2] “Apple’s All-Time Top 10 Paid IPad Apps.” ISmashPhone – IPhone Blog. 21 Jan. 2011. Web. 08 Feb. 2011. <http://www.ismashphone.com/2011/01/apples-all-time-top-10-paid-ipad-apps.html>

Your objectives will ultimately drive the types of research you choose to conduct – interviews, focus groups, natural observation, journals, card sorting and so on. But when the budget is tight and every piece of a project is under the financial microscope, you can use some of the following guerilla research tactics to gain an actionable level of audience understanding.

1.     Research Before Your Research

Arm Yourself with Knowledge and Hypotheses Prior to Research

Take the time before a study to learn as much as you can about work done on related topics and audiences.  Study relevant prior research done by your compay or others, review data you are already collecting from touch points such as your website, read industry white papers, and examine your main competitors. Use your research to form some solid hypotheses. By testing pre-determined hypotheses, you can learn more about the topic of interest with a smaller number of people.

Good For: Testing with small numbers of people; studies with a highly targeted focus

Not Good For: More exploratory, comprehensive insight-gathering studies; projects with minimal lead time before research

2.     Friends & Family Recruiting

Talking to Anyone is Better than Talking to No One

If the budget can’t afford a recruiting agency, if the client doesn’t have the bandwidth to recruit internally, or if there isn’t enough time in scope for you to undertake formal recruiting, you can always reach out to friends and family. While it may seem very informal, remember that your friends and family are people who use products and services just like anyone else. Friends and family often feel special that they are invited to help on one of your projects, and it gives them a chance to see what you’re working on. 

Good For: Studies related to products/services with general audiences; projects and budgets that do not allow for professional recruiting services

Not Good For: Studies related to products/services with a very narrow audience group; studies involving privacy-sensitive information (ex. needing participants with a certain medical condition); projects where participant “bail-outs” would compromise the entire initiative

3.      Social Media for Broad Audience Outreach

Gaining Baseline Understandings through Your Social Networks

When you don’t have the time or budget for up-front, broad baseline research, social media can be a great tool. Both the researchers and client representatives can pose a question to people in their social networks. People are surprisingly willing to answer quick poll questions and the answers to these questions can help inform decisions in the design process.

For a recent non-profit client, MISI Company was tasked with redesigning their website based on best practices and then validating the design afterwards. In order to make sure that we were on the right path, our research team tapped into their social networks and asked a very simple question that ended up informing several key design decisions – “What three things do you need to know before donating money or time to a non-profit organization?”

Good For: Projects that only have time/budget for testing before or after design – not both; gaining audience insights in preparation for stakeholder discussions or in addition to more formal research

Not Good For: Research studies that are investigating more behavioral aspects of audiences; questions that require long answers or a back-and-forth discourse; studies that aim to understand motivations and thought-processes more so than final actions

4.     Research from a Remote Location

Reaching Global or Long-Distance Audiences from Your Home Office

In many situations, remote testing could be a significant cost-saver. Depending on the type of research study that is being performed, there are a variety of technologies today that allow researchers to hold a valuable conversation with audiences all over the world. For instance, many studies could be performed using a survey tool, a conference line, an online screen-sharing service or a combination of all of the above.

In a recent employee-based global research initiative, MISI Company reached over 150 employees in 8 countries, all from local offices. Through the use of various online tools (such as an audio conferencing/recording service and an online survey tool), our research team was able to gather accurate insights, conduct a confident analysis of a large diverse population, and create actionable goals based on the insights of that analysis. Depending on the goals of the study and how it is being conducted, your international or geographically widespread research still could be highly effective without the costs and time involved in travel and lodging for your research team.

Good For: Studies with participants in multiple, distant locations; projects with very short research timelines and/or budgets that do not allow for travel and lodging

Not Good For: Research that involves complicated tasks; studies with audiences who are not tech-savvy; studies in which body language can be an important observation

5.     Slimmed Data Analysis

The Debate Between Accurate vs. Precise

When analyzing the outputs of a study, researchers can spend months slicing data one million ways, finding and explaining the random outliers, or running numbers to create a pile of statistics in order to provide clients with the most precise data analysis possible. A quicker alternative is to deliver accurate findings that achieve the goals of the research but are not as precise and detailed. For instance, after being active in all aspects of the study, a researcher can often make a statement such as “Most people liked the size of the product, while very few liked the color.” Along with this statement, researchers may look for specific supporting data; however this approach of presenting accurate but more generalized findings as opposed to highly detailed, precise findings could save significant time in the post-research phase and still achieve all of the goals of your study.

Good For: Stakeholders who are interested solely in accurate actionable insights and recommendations

Not Good For: Stakeholders who expect participant statistics and precise findings; findings that will act as baselines for future studies

It is important that when you are planning your research initiative, you consider the impact of any cost-saving measure and ensure that it does not interfere with the effectiveness or accuracy of your research. For instance, some of these guerilla research tactics may not be ideal for large, mission-critical initiatives that will have significant bottom line impact. But when you are working on a more modest project and know that you need evidence to support your decisions, ask your experience design partner about the applicability of these approaches. They have the experience to help you decide which guerilla research tactics will work best for your project so that you don’t have to break the bank.

Astra Zeneca presents its Accoladez awards every year to brand teams and partners who produce work that provides the biggest breakthrough in how to communicate about a brand or to address a difficult brand challenge. It recognizes a key finding in market research as well as a unique methodology used to uncover a transformational insight regarding customer behavior.  Accoladez is highly coveted among the Brand teams and the competition is quite fierce.

Our Experience Design group recently won finalist status in the category of Commercial Insight for the Physician Experience Research Study we completed in early 2009.  Our work was recognized because it provided the basis and firsthand validation of what Primary Care and GI Specialists were looking for from the Digital channel, both from a preference and behavioral standpoint.

The study sought to understand how physicians use the digital space in the context of treating their patients. It included detailed 1:1 interviews with over 50 physicians in two cities – the highlight of the research was the “day in the life” diaries we asked physicians to complete to track their digital activities. The goal was to get at what physicians’ digital behaviors REALLY are versus what they claim they are in self-reported surveys or large-scale reports. We wanted to answer the “how” and “why” of physician behavior, not solely the “what.” The insights we gathered helped AZ stakeholders both in digital and traditional channels prioritize communications and tactics.

We think this recognition speaks volumes about the value of having a non-agency with no agenda to push for any particular marketing communications tactics doing this type of research. It frees the partnering vendor to call it as they see it and focus on creating value for the client.