Strategic Rationale

Access to care often breaks down before a scheduling failure or missed appointment. It begins when a patient struggles scheduling online, grows frustrated on hold, or loses clarity about next steps. Intermountain Health recognized that improving access to care required more than having the right services or the right providers; it demanded an understanding of how consumers actually navigated the system. Traditional metrics like Likelihood to Recommend or NPS captured loyalty but failed to explain where and why patients struggled to access services.

Intermountain undertook a systemwide initiative to unify and redesign its consumer experience measurement strategy. In order to use experience as a strategic differentiator, the organization needed to be able to measure and manage it at a system level. Intermountain found variability in whether and how experience was considered, measured, and managed across the enterprise. The strategic imperative was to build near-real-time situational awareness of when a consumer interfaces with the system and enable predictive and action-oriented experience management that align with the system’s broader transformation toward holistic consumer engagement.