Business Week: It is strange to me that common practice in the service sector is to still test potential innovations with simple, written-concept statements. Worse still are the companies that follow with an expensive pilot, only to find that their promising concept missed the mark —because it had focused on the button rather than on what the button meant to the person pushing it. When innovators at the Mayo Clinic wanted to create a self-service check-in experience that built on the clinic's world-renowned healthcare service, they worked with paper and patients' imaginations to understand how users would expect it to work.
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