Fitting services to clients needs




Unlike the private sector where business grows through branching out, conquering new markets and other such growth strategies, healthcare does not. Everybody, from they are born, is a client and stays one throughout their life. Thank you Mom and Dad.


There are new sicknesses and souls to provide healthcare to, such as a kid who goes out on his own or with a marriage, but that’s not so simple. The art of business for healthcare is, therefore, to not lose clients during their lifetime; to be present in the relevant moments.

The Bean-view on this business? If you want to focus on the client, then focus on the people who have contact with the clients. Strengthen this connection, and temporarily leave complex systems like IT and management alone.


It’s not a solution to roll out a program top down throughout a whole organisation. Those at the top are not those in close contact with the clients. Nor is a solution to start manipulating the fundamental systems in IT. Time is money. And we didn’t have much of either. We choose to take action where the action is. With the people who carry out the action. To completely focus on the contact center. Guerrilla style…

Contact center? You mean those anonymous people who cold call to sell you stuff, and otherwise are impossible to get help from?? Not exactly.

Clients hardly go in person to a Partena office anymore. They primarily use virtual methods to talk with Partena customer service reps. Letters, emails and websites are the easiest and most standard channels between the healthcare provider and their customers. That is where the dips and cracks are.  And all of these things were managed by the multifunctional Partena Contact Center.

Therefore, the Guerrilla Hit & Run exercise… scan, poke and prod, and take a jab at adjustment. Work from the bottom up, small stakes for quick fixes. First, we took the contact center out of its comfort zone. This helps them to adopt a new perspective on their ways of working. Perhaps see better solutions to problems. Then we attempted to take a look at the people behind the clients.

Who is this person? What do they do? What motivates them and what are their expectations?
Bring to mind the voice of Jambers, but with sincere empathy. Setting up a wig certainly helped to remember the person behind the voice, and to reply accordingly. Then the customer’s journey could be drawn out to include all the tiny contact moments, which then could be analyzed piece by piece for improvement.

We choose to take action where the action is. With the people who carry out the action.


Trajectories are simplified. Less paper is in circulation. You’re welcome, Natuurpunt.

Partena could now communicate at the right moments– often digitally, sometimes by letter– but completely with the rhythm of the client. With the tone that fits the moment. With services to fit their needs. Furthermore, within the organization they speak now of “The Beanmachine Exercise.” They are addressing their weak points and finding ways to improve using a script and Beanmachine tools, because they are no longer dependent on consultants. That means less work for us, and yet we are very happy for that.

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