Care Transformation Powered by Digital Services

May ~ November 2016 (7 month)
Vision & strategic service recommendations
How will cancer research, healthcare, technology and society change in 10 years, and what is the impact of the changes at Memorial Sloan Kettering Cancer Center? Aging society, technology disruptions, consumer-driven markets and breakthroughs in cancer research suggests Memorial Sloan Kettering, an over 100-year old brick and mortal institution, to be more accessible and nimble. Breakthroughs in cancer research allow early detection of disease, and shift cancer as more chronic illness, meaning more and more people will be more engaged with preventive care and/or managing cancer as a condition to live with. As an institution whose focus has been treatment of cancer, how might we leverage digital technology to deliver cancer care outside of our physical boundary, and expand our reach to those who are beyond diagnosis & treatment in their care continuum? How might we develop a flexible and robust foundation of technology that can support evolving organizational needs & dynamics of cancer care? I led the effort to deliver answers to this question with team of designers and technologists at Memorial Sloan Kettering.
> Senior UX Designer (Project lead)
    UX Designer
    Project manager
    Visual Designer
    Design Researcher

in collaboration with teams institution wide

Care Transformation Vision

“Be bold.” was the guideline that was give to me when I met José Baselga, chief medical officer at Sloan Kettering with the proposal of digital strategy project. To stay truth to this ask, we focused on the future – where society, medicine and technology are heading to rather than what are current efforts that are happening within the institution. Prevailing consumer technology and artificial intelligence, rising power of consumers, healthcare reform, advancement in cancer research are all pushing cancer care center to think of new ways to deliver cancer care in digital ara, and cancer care will be different experience in 10 years.

2016 MSKCC vision posters

^  As part of the final deliverables,  the team have suggested three digital service concepts that can strategically move MSK from where we are now to where we want to head to in 10 years. Service concepts ware described as future scenario (a story of a patient and her journey) so that the human experience design can lead the development of our future.



Trend based collective intelligence

We started our discussion with 5 possible future stories that have components of upcoming trends in technology, society and medicine. Through a workshop with colleagues from across the institution, we discussed possibilities, pitfalls and excitement to refine future scenarios.

2016 MSKCC approach

^ Building scenarios based on trends: To foresee more probable and relevant future experience, the team has gathered trends in healthcare, technology and society that are relevant to cancer care and pictured future scenarios; Combine “high demand of oncologists” (healthcare) + “aging population” (society) + “drone” (technology) = what future scenario can you draw?


^ Supporting organizational goals: Design team made sure that the scenarios we brought to the workshop maps well with the growth strategy of the institution.



Additional Research

We have looked at other cancer institutions and their digital tools (patient portals) against the lens of functionalities. In parallel, we have looked at other digital services outside of healthcare to benchmark user experience.

  • How are other hospitals utilizing digital touch points in their care?
  • What are other examples outside of healthcare that engage their customers a way that we aspire?
  • What do we learn from examples in and out of healthcare?




^ Competitive Analysis: Analyzed 6 patient portals (3 top hospital enterprise solutions, 2 cancer care focused solutions and 1 homegrown portal) as well as digital service experience outside of healthcare that materialized and delivered the experience that we desire through our digital patient care.

Additionally, technology team analyzed current technology infrastructure and the gap between current  capability and our desired future.


Final Concepts & Recommendations



^ Strategic services: Analyzing trends, related internal initiatives, our team suggested 3 strategic digital services that can transform patient care at MSK across all patient journey from prevention and wellness period to during cancer treatment to survivorship.



^ Future scenarios: (Sample) Digital service can connect disconnected parties through digital and provide values for every connected party. The scenarios were put together to juxtaposed experience and benefits of patients and the institution, along with evidence (trends, related projects), capabilities to build, return on experience and challenges.

  • Workshop (vision, ideation) – competitive analysis – SME interviews – Analysis & concepts – Final deliverable


  • led the project from planning to delivering final report


  • learning complex hospital system in a short period of time


  • The final suggestions were well received by senior management at Memorial Sloan Kettering Cancer Center
  • Two of the three suggested services are being developed into new capabilities and offerings at the institution.

Digital Playbook for Memorial Sloan Kettering Cancer Center

May 2016 ~ November 2016
Digital Playbook

How do we embrace digital technology to amplify our reach beyond our patient care in most efficient and impactful ways? What makes digital services successful at Memorial Sloan Kettering, and other industries? Taking best practices from both internally and externally, we have created playbook to guide creators, stakeholders and project sponsors within the institution to make informed decisions when they are embarking on a journey of creating digital services.

Lead Designer

Why playbook?

There are many teams building digital tools and systems for patients as well as staff members. This guiding principles are made so that all those efforts are set up for success, and working towards greater vision of digital patient care.

How it’s made

This playbook is crafted based on two things; One is the collective voices of people within the institution – the vision, challenges that they have experienced over the past decade, and what could have worked better considering the unique environment at MSK. The other is the best practices of digital services that offer great user experience and systemic lift leveraging digital technology in various industries. Interviews with 18 internal creators, end-users of systems and leaders internally, and books and articles that are well respected in digital technology field have been the ingredients of this playbook.


Play rules!

The roadshow & impact

We took the materials to marketing, engineering, strategists and other builders to share the words so that they can start utilizing our learnings. How-tos and specific resources are added to make it more concrete. We have seen it being used in people’s thinking in projects (engineer’s are referring to this “remember to think how this data is being used in clinic!” during patient portal dev meeting)


National Park Service. Visitor Experience for the Next Centennial

September ~ October 2014 (2 month)
Visitor journey map
Define the National Park Service’s visions for digital integration, visitor experience with digital and programs / projects to support the next generation of park visitor. A joint effort with the Accenture team.
Note: National Park Service will celebrate 100 years of serving America in 2016. Accenture has initiated this project as a gift to the celebration. And I am honored to be part of this project.
    Engagement Lead
    Service Design Lead
> Interaction Designer
    Visual Designer (Illustration)
    Accenture Federal

New York, San Francisco, Washington, San Jose, Chicago

Visitor Journey Map

2014 NPS journey

^  Final deliverable that illustrates future experience with digital integration

I was responsible for creating this map and here’s the process:


2014 NPS park visit 1

^ Research the National Park Service organization and the visitor experience. The Fjord team had the opportunity to visit Harpers Ferry and Gettysburg where we were treated to this amazing ranger tour. Dennis, a park ranger with 30+ years experience, knows the details and history of the park by heart, and his passion for it is infectious. We learned about the dreams and challenges of delivering ‘Power of Place’ by creating ‘Boundaryless Park’.


2014 NPS rumble crop


^ Generate ideas for visitor journey in the future with client at a workshop

(4 groups generate ideas for ideal visitor experience based on the personas that they developed)



^ The idea that came out of the workshop were then digitized by group facilitators. The Fjord team then talked through the ideas to construct the future visitor journey in a cohesive and polished way. I conceived a way to organize the information into a Google spreadsheet such that each row and column would function to support the story that we wanted to tell. (Simultaneously, 3 outstanding ideas are being developed into concepts. )



^ Based on the Google spreadsheet, I create a draft of customer journey map so that the visual designer can use as a reference. All components, information are near the final state at this point


2014 NPS step 4

^ A beautiful skin is applied
(by Service Design Lead)


Presented to client and incorporated feedback before the final submission.




^ Sample pages of the concept deliverable

(I collaborated with the Service Design Lead to develop the concept scripts. Then the visual designer illustrated the story.)

  • Research – workshop (vision, ideation) – visitor journey & concepts – capability & gap analysis


  • played a key and leading role on the project throughout all activities
  • supported the engagement leader facilitating the workshop, synthesized the workshop result, led creation of visitor journey, and participated in concept development


  • navigating through a low budget constraint and complex work structure


  • National Park Service is pleased with the deliverable and plans to implement
  • Accenture technology lab will be developing prototype
  • The journey map is mentioned as great examples of Fjord’s work internally

Marriott. Service Design for the Next Generation Travellers

July ~ September, 2014 (3 month)
Research summary
Competitive audit
Customer journey (current state)
Introduction of service design language for managing a customer experience that is supported by multiple channels.
Marriott’s customer service is unable to serve millennial travelers who are digital natives. In order to serve them in a cohesive and relevant way, Marriott enlisted Fjord’s vision and methodology to create an organizational change.

    Group Director Organization Evolution
    Business Design Lead
    Service Design Lead
    Visual Design Lead
> Interaction Design
    Visual Design
    Accenture Team

New York, San Francisco, Chicago

Research Summary


^ Executive summary page to narrate research findings

(I participated in the synthesis and summarizing of research findings)



^ Competitive analysis as part of research summary

I was responsible for the competitive analysis. Instead of comparing hotel chains, I constructed the research as inspirations and trends. I found key trends and examples that back up the trend from various industries including hospitality, retail, travel, technology and entertainment.

Current State Customer Journey Map


^ Customer journey map of current state to diagnose breakpoints

(I set the foundation of the document and then visual designer added skin)

Opportunity Areas


^ Part of final deliverable – future opportunities

(Final deliverables were created by the visual design lead. I constructed the foundation work through the following process:)

The process of creating both customer journey and opportunities deliverables



Synthesize existing Marriott research (there’s a lot.) and Fjord’s finding to construct a comprehensive map



^ From the customer journey of current state (focusing on breakpoints), build future opportunities with client



^ Generate consensus within the team through discussions and votes

(Side note, I did these drawings)



^ Create narratives to highlight future opportunities


 Hand over to visual designers for final touch

  • Research (primary, stakeholders, competitive landscape) – workshop – customer journey / business case


  • researched competitive landscape trend of provocative and cohesive customer service throughout multiple industries including hospitality, retail and technology to provide inspiration for higher vision for the client
  • created current state customer journey map to highlight break points of the customer experience (used at a workshop)
  • created the initial plan and set the foundation for the future state customer journey that highlights opportunities


  • comprehending complex organization that supports customer experience and visually highlighting break points and opportunities


  • Client developing programs / projects that came out from the service design deliverables

Aetna. Designing New Business for Workforce Availability 

April ~ November, 2013 (8 month)
Service blueprint
Stakeholder map
Visual design
New business development around workforce management within Aetna from concept to product. At Aetna, internal new business development team has embarked on a journey to develop a new business in regards to managing absence in organizations. Fjord was selected to define the details of the new business, develop core concepts and design the MVP which involves multiple types of users. (employee, supervisor, and Aetna service representatives)
    Service Design Lead
    Business Design Lead
> Interaction Designer
    Visual Design Lead
    Project Manager

New York, Hartford


2013 AWA stakeholder map

2013 AWA process map

^ After talking to multiple stakeholders, day-in-life research and a 3 day workshop with Aetna and the potential clients for the new business, the team have learned the complexity of how currently workforce availability has been managed in large corporations.

Framework & Strategy

2013 AWA service principles

2013 Aetna framework

^ Design framework and principles



^ From the framework, we’ve envisioned 3 concepts

Detail Design


^ Final visual design samples for 3 types of users; employee, supervisor and the service admin


^ The Fjord team identified 3 major user types of the service and designed an online service with 3 faces; for employees, for front-end supervisors and for service representatives. The images are the sample pages from the wireframe documents. Wireframes were used to communicate with visual designers, clients, and developers who were building the MVP for initial release.



  • Research (stakeholder interviews – field interviews – stakeholder map – service blueprint) – concepting – detail design – development


  • as a core team member of the design team, support all aspects of service design in this complex multi-actor play from the beginning to end
  • support facilitating 3 days workshops (lead breakout sessions) to define actors, their relationships and the workforce management processes
  • played an integral role in stakeholder interviews, field interviews, concept and direction development.
  • designed detailed interaction for multiple users of the system


  • complex system – hard to comprehend by anyone. compiling many voices of constituents and stakeholders, tight timeline for detailed design for multi users


  • ceased while MVP under development

Citibank. Strategy for Dynamic Offers Engine

May ~ July, 2012 (2 month)
Messaging framework
Visual design
User experience strategy and concept development for Citibank Dynamic Offer Engine (DOE).
Citibank has an enormous amount of deals and the technology (DOE) that can offer the deals to a large number of customers in a personalized manner. The engine has a capability to intelligently match customer’s profiles with the right deals. Fjord was selected to vision the experience and develop concepts of how deals can be delivered to customers in digital channels.
    Service Design Lead
> Interaction Designer
    Visual Designer
    Project Manager

New York

Final Screens

2011 Citi offers mobile 1

^ Offers promotion example

2011 Citi offers mobile 2

^ Screen to browse offers

2011 Citi offers mobile 3

^ Rewards page example



^ Fjord team created the messaging framework for Citibank.


Within the framework, we came up with a few cases that show the best matches for content and the channels. Based on the concept sketches, I made 3 videos (with Keynote) to quickly illustrate what the end-user experience might be

2012 Citi_Mobileoffers_ActionableInbox

^ Concept: Actionable Inbox

2012 Citi_Mobileoffers_QuickPay

^ Concept: Quick Pay

2012 Citi_Mobileoffers_OffersInContext

^ Concept: Offers in Context

2011 Citi offers tablet 2

^ Later in the project, the concepts were fleshed out as prototype

  • Research – concept development – UX prototype – visual design – prototype on iOS


  • heavily involved in the first phase of the project
  • generated and sketched initial concepts into moving wireframes to illustrate high level concepts


  • understanding complex system


  • Client developed the concepts into offerings.
  • “The work you have done is fantastic. We especially appreciate how closely you worked with the Global redesign teams to ensure we were developing concepts that will fit into the framework of the new apps. This has been a major help. Over the past week or so I have been going around to different business partners to show them the concepts, solicit input and generate enthusiasm/support for a Mobile Commerce project in 2013. The prototype your team built has made these meetings incredibly easy – people are wowed by your work and are very excited to get going in the mobile space.”- from the client

Samsung. Strategy for the Next Samsung Social Hub


December 2011


Opportunity Analysis

Social strategy for smartphones. Samsung has launched Social Hub in 2010 (I worked on it when I was at Samsung mobile future product planning team). In 2011, Samsung asked Fjord New York to help define vision for the next Social Hub for the U.S market. I was very fortunate to meet my former child again!


Business Designer
Service Design Lead
> Interaction Designer
Visual Designer (Illustration)

New York, San Jose

Final Concepts


^ Sample pages from the final research and concept document


SME Interview

Subject matter expert interview with Mark Earls, co-author of the book <I’ll have what she’s having>, Mark Curtis, the founder of dating service Flirtomatic, Faris Yakob, the founder of Genius Steals. We learned about what what social means in a more fundamental perspective. Communication is a survival mechanism which made us humans smarter.


We invited the clients to Fjord studio to have a workshop to analyze the business opportunities. This was led by our business design director.

Concept Development

Based on the research findings and business opportunity analysis, we developed our concepts and provided sample screens to explain how the concepts can be realized in 4 inch rectangles.

  • Desktop research – workshop – subject matter experts interview – synthesis – concept development


  • as a main designer in this project, supported the team leader in every steps of the project to create a compelling story


  • Little support towards the research from the client