Customer Success: When you do more than listen, you do more than win

Our customers’ problems are ultimately our problems to help solve, and doing so means we must go beyond simply listening to what they have to say. In this post, we explore how a customer influenced our shift in mindset so we could solve one of their biggest challenges and keep them moving forward on their journey to clinical documentation excellence.
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I’ve written before that our customers are at the center of all we do, and that we can succeed only when our customers succeed. And so, we must truly listen to what our customers have to say and remain engaged and committed to the feedback loop.

But what happens when we take it a step further? What happens when we treat and care for customers and prospective customers like the patients they serve?

Imagine you’re meeting with a new physician. You start by providing a complete medical history and a description of what brought you to the office that day. The physician listens to what you have to say, likely orders some lab work or imaging exams, and when the results are in, you reconvene to determine your treatment path forward.

We aim to treat our customer relationships similarly: asking questions to get a complete history of their technology journey, an understanding of the challenges they face, and an assessment of their existing systems and workflows—all of this before determining the best “treatment” plan moving forward.

We at Nuance recently had the privilege of hearing one of our valued customers speak at an event. Jill Tays of Magnolia Regional Health Center shared her journey toward clinical documentation excellence, which began a number of years ago when the organization was looking at a range of fragmented health technologies and wondering how standardizing to a single provider might make significant improvements both to patient care and financial metrics.

Standardize they did, but not with Nuance, and over time, the physicians and leadership grew dissatisfied with the clinical documentation improvement (CDI) approach; they identified a need to drive documentation improvements from a quality perspective. Eventually, the organization restructured, and the opportunity to consider Nuance’s technologies for CDI emerged—though, admittedly, there were some challenges. Magnolia was invested in their suite of systems, so there were reservations about making a change not only to technologies but to how the organization approached CDI entirely.

We give Jill a lot of credit for helping us truly understand that our customers’ problems are ultimately our problems to help solve. In fact, it’s because of Jill that we began to consider the customer-as-patient perspective. To win the business and truly help Magnolia improve their CDI program, we had to step back, get a full history, do some assessments, work together on the treatment plan, and partner to implement the treatment plan. These steps were not something the previous technology vendor was willing or able to do.

You can hear more from Jill about Magnolia’s success and journey to clinical documentation excellence in this video or read the complete story here.

As Jill states in the video, “Nuance wants you to succeed…they went above and beyond to make sure we were successful as an organization with our documentation…as a leader, that lets me know they care about the results we are getting.”

And so, I firmly believe that when you do more than listen, you do more than win.

The Customer Success blog series with Brad Morrison, Senior Vice President of Nuance Healthcare Customer Success, is an honest take on the ways to build and maintain strong relationships with your customers. The Customer Success blog shares industry insights, lessons learned, and humble advice based on both customer fails and success. 

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Brad Morrison

About Brad Morrison

Brad leads the Nuance Healthcare Customer Success Organization (CSO), which focuses on creating a holistic customer experience from pre-sales through lifetime management. Prior to joining Nuance in 2013, Brad served as a vice president at M*Modal, where he oversaw the sales and account management organizations. He holds a B.A. in business from the University of Alabama.