We observed and interviewed medical oncologists before, during and after the event, focusing on what they were doing, thinking and saying at each point in the process. We then synthesised our data and plotted patterns and fluctuations on an experience map.
Our experience map continues to live on the wall in the BMS office, as a three-metre-wide reminder of what went well, what could be improved, and what should be done differently next time.
While many of our recommendations were detailed experience improvements, perhaps the most significant was at a strategic level. Through this research, we discovered that BMS’s business objectives were actually based on incorrect assumptions, meaning they were running the wrong event for the wrong reasons. As part of our report, we suggested a revised event planning approach to ensure greater strategic alignment in future.