Major gaps existed within the education pillar of the enterprise offering. Much attention was invested in the core workflow as this area of the product drives the most activity and revenue. Recognizing this as an opportunity for the business also opened the door to make improvements and add value to multiple end user types. We could create a more robust offering by connecting people to relevant content more quickly while providing a sense of achievement. Additionally, adding an enrollment flow for admins adds a helpful management and accountability tool.

Early career medical practitioners have many traditional tools they use to learn new material—reading, flash cards, and even YouTube videos. Within the world of viewable content, courses and videos have different use cases. Courses are longer, journey-driven bodies of material which are completed over time. Videos are short snippets that doctors use as in-the-moment refreshers. Both have a place in a learning journey and both provide a sense of forward movement. Ensuring that both are easily accessible for assignment and self-assignment encourages usage of these educational materials.

In the course of 6-8 weeks for discovery and design, our lean team started with a hypothesis followed by qualitative research for validation. Our hypothesis was grounded by observations and previous interviews that taught us about clinicians’ preferences and learning behaviors. We preference tested 3 concepts and the outcomes highlighted which tools would best aid finding relevant content. In addition to the landing experience itself, we built a net new course enrollment flow that would add further valuable utility to this section of the product.

The vision for this education hub included a large and diverse volume of relevant, viewable content. And there were plenty of constraints to design against. For starters, all the content was developed internally, but with a very small team that needs time and resources to produce and validate that content. Experience limitations forced our team to make concessions around structured data and navigational features. And lastly, we had to work around an integration with a learning management system (LMS) which hosted courses separately from videos.

Though much effort was put into evolving this product, success was measured simply by continued usage. Education activity was already generally low as customers focused their energy and time on the core clinical flow. But we’d planned to launch the new education hub and enrollment flow, monitor the post-launch data and make future decisions from there. In the interim, we added value to the enterprise product by creating a more robust educational offering which could potentially become a single stop for different learning materials.