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What are the first steps in developing a healthcare contact center? Create a list of dreams.

“It may be that those who do most, dream most.” – Stephen Leacock

What—in all things conceivable—do you want this call center to do?

Imagine being unconstrained by budgets or FTEs or needs or existing services or even reality, for that matter.

And create a list of dreams!

A new/updated/repurposed call center, if it is anything, is a grand opportunity to make healthcare delivery better for patients, providers, and employees. So before proceeding any further: dream. Dream big. The time for what is possible, viable, and feasible will come soon enough.

Here we go.

What could be?

Or perhaps: what should be? We’ve all experienced or heard tales of the patient experience gone wrong—this is the beginning of your opportunity to fix those problems.

What experiences does the team know of—possibly in your organization or others—that could be improved?

What problems do callers have now that your employees are unable to answer?

What companies, often in other industries, provide stellar customer service and offer inspiration for how it could be done better in healthcare delivery?

Remember: we’ve suspended reality, so this isn’t the time for monoglogues on what can’t work or won’t work or shouldn’t work. We’re dreaming! And it is joyful!

Looking at your organization’s strategic objectives—where would a call center’s services, not currently envisioned, provide support in making those strategies reality?

Has a colleague (or a boss) proposed connecting the call center’s services with another department that seems a bit foolish? Or problematic? Or impossible? Explore it. You just never know the creativity that may come with combining seemingly silly ideas.

Put yourself and your team in the shoes of a few prototypical customers. How could current services be extended to provide a better, more complete experience for those individuals?

Go to meetings with your Call Center Dreaming Hat on and when you hear about problems other departments are having difficulty solving, consider how a trained call center professional with the appropriate technology tools and the necessary across-silo relationships might be able to offer new value to those departments.

Because the technology and the resources and the vendors exist to make these dreams a reality. More often than not, whether something can be implemented or created or operationalized is a matter of internal politics, leadership, and the prevailing cultural vibe. Those realities can be navigated.

So what does that perfect, A-1, no-one-does-it-better, extremely satisfying to the customer call center interaction look like? What does it feel like? What emotions did the caller start with? What were the caller’s emotions after that call? If your daughter, or grandma, or mother had the problems your patients are calling about or you anticipate them calling about—how would you want it to be handled?

What could be?

It’s a question that deserves a comprehensive dreamstorm of possibility.

Because the contact center has, in many cases, become the epicenter of organizational change as the idea of navigation—whether clinical or operational or informational or another form—is central to recent organization strategy declarations. An opportunity to start or update or repurpose a contact center doesn’t come around all that often. This is your opportunity to make healthcare better for everyone involved.

And it starts with a dream. We’ll figure out how to make it real. Go!

Next: How to start a healthcare call center: Co-Create a Vision

Ready Health partners with project teams in healthcare delivery organizations to deliver on strategic initiatives like contact centers. Use the contact form below to start a conversation.

Need to make a change? Ready for change? Questions about change? Complete this form to start a conversation.



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About Ready Health

Blocking and tackling is the way to make projects happen


This is what we hear when we get on the phone with healthcare executives

“This project needed to be done yesterday.” - VP, Strategy and Business Development
Perhaps the IT department queue is too long, a deadline is looming, or the need to innovate requires a fresh perspective. We provide technology, healthcare knowledge, and/or implementation resources for a project team.

We struggle getting projects implemented.” - Chief Innovation Officer
Project challenges delay strategy implementation, frustrate project team members, and cause other challenges. We prepare a project team for a specific project while imparting project delivery skills to team members.

“We have to get it right this time.” - SVP of System Transformation
It can be difficult for technology vendors and project teams to mesh. It’s even worse when you discover the consultant doesn’t know healthcare delivery. We’ll articulate technology requirements, document business workflow, and partner with the project team to vet and/or manage vendor partners.


We operate on a simple theory: to create change something (or more commonly: somethings) must be done. Strategy without execution is just bluster. We’re scouring the country for healthcare delivery leaders that are masterful at getting things done. Is it you? Is it someone you know? Be a part of our To Done List.


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