In 2024, the HCDExchange launched the Power of Insights event series to unpack the application of human-centered design (HCD) insights in diverse project contexts. Our first event with Quicksand Design Studio demystified insights and unpacked what they are and can do. Our second event with Path Living Labs focused on using insights to create powerful solutions. For the third and final event in this series, we partnered with inSupply Health to examine how HCD insights can inform adaptive implementation throughout a project’s lifecycle, with a particular focus on improving supply chain efficiency in East Africa.
Adaptive implementation combines iterative problem-solving with user-centered insights to tackle dynamic challenges. Unlike traditional approaches, it evolves based on real-time feedback, promoting sustainable and scalable solutions. inSupply applied this approach to design resilient, people-centered supply chain solutions in East Africa’s arid and semi-arid regions.
HCD Approach at inSupply Health
inSupply Health adhered to a 5-step design thinking approach;
- Foundation: In the first stage, inSupply Health sought to understand the problem they were trying to solve and defined a preferable research methodology.
- Discover: The second stage involved conducting field research to understand the contextual problems and co-design mock solution concepts with program participants.
- Define: inSupply Health teams synthesized insights from the field, using these findings to assess early prototypes.
- Develop: In this stage, the team refined prototypes through iterative testing.
- Deliver: In the final stage of the design thinking process, the team deployed approved solution prototypes to initiate implementation.
Case Study 1: SCALE Project in Northern Kenya
The Supply Chain Alternatives for Last Mile Equity (SCALE) project addressed supply chain inequities in Kenya’s arid and semi-arid regions in four counties between 2018 – 2022. Using the cStock approach, which integrates mobile technology, user-friendly data dashboards, and the IMPACTT Approach at the community level, inSupply Health designed solutions tailored to Northern Kenya’s nomadic communities’ unique needs. Their approach considered the challenges of migration, low literacy levels, and limited technology access. Additionally, inSupply explored how the community health model within the cStock approach could enhance outreach and inform adaptations for other hard-to-reach communities in Kenya.
To refine the solution, the team developed and tested four prototypes. The first prototype mapped the manual documentation systems used by community health promoters to report on the health products under their management. The second redesigned a cStock mobile application to improve usability and address language barriers. The third enhanced a Community Health Assistant portal to support data validation for low-literacy community health promoters. Finally, the fourth replaced C Stock’s SMS platform with a USSD model, enabling feature phone users to report data more effectively.
During implementation, key adaptations included:
- Redesigning tools with visual aids and icons for low-literacy users.
- Developing a USSD-based reporting system to support feature phones.
- Enhancing the Community Health Assistant portal for data validation and delegation.
By the end of the SCALE Project, stock reporting accuracy increased from 25% to 60%, and 98% of users found the cStock application easy to use. These improvements strengthened accountability and enhanced visibility into supply chain performance.
Case Study 2: Workforce Development Project in East Africa
In Kenya, Tanzania, and Ethiopia, the Workforce Development Project seeks to equip healthcare workers with technical skills and behavioral expertise to manage supply chains effectively. The project focuses on three key objectives: strengthening healthcare workers’ capacity, addressing operational challenges through improved processes and tools for data use, and advancing the professionalization of the supply chain industry. Through the application of HCD, several low-fidelity prototypes were developed and refined. The first prototype, Impact Exchange, seeks to facilitate knowledge sharing among IMPACTT members.
“Through in-person and virtual learning exchanges, participants would understand how to adapt a solution to fit the given context. They learned they didn’t always need to reinvent solutions,” Danielson Kennedy, Regional Manager, Monitoring, Learning, and Evaluation (MLE).
The second prototype, Impact Monitor, seeks to help teams track action plans more effectively, addressing the challenge of forgotten or overlooked applications. The third prototype, Impact Connect, seeks to introduce a WhatsApp chatbot to support healthcare workers by providing smartphone alerts, helping them respond to supply chain challenges in real-time. The fourth prototype, Supply Academy, seeks to introduce a structured, progressive learning approach to equip teams with the skills to address supply chain issues at various levels. inSupply Health developed a phased strategy that would support the implementation of these prototypes as well as other recommendations from the HCD.
A previous project (Data Use Project) applied the HCD approach and identified personas from which, inSupply successfully tailored the competencies required for health professionals to function effectively within the IMPACTT Approach. From this, inSupply developed self-directed learning packages to address skill gaps among IMPACTT members.
inSupply has since infused key components from the HCD research into their implementation: The IMPACTT Approach has been adapted to suit different contexts and levels of the system in Kenya and Ethiopia and developed and disseminated self-paced supply chain micro-modules to support health workers in strengthening their competencies.
Challenges and lessons learned during implementation
Time Constraints: Iterative project implementation requires significant time investments to roll out impactful and responsive solutions.
“Given the unique challenges we needed to address for the SCALE and Workforce Development Projects, we had to move quickly to meet our implementation schedule. For example, we needed to have all prototypes developed before rolling out for C-Stock. Therefore, different teams had to work concurrently on developing the manual tools and modifying the application to make it user-friendly. We also adopted a mixed approach to prioritize activities for the earlier implementation phase.” Janet Makena, MLE Advisor, inSupply Health.
Stakeholder engagement: Aligning priorities among diverse stakeholders to build consensus can delay decision-making during the validation and testing phase. To ensure efficient collaboration, acquire tools to help you facilitate open and constructive discussions for efficient user feedback collection.
“We collaborated with a wide range of stakeholders to ensure our solutions would be relevant and impactful. This was part of our strategy to drive ownership even as we were building things from the ground up,” Janet Makena.
Vibrant resource allocation: Technology-backed solutions require substantial financial and technical support to ensure effective design, implementation, and long-term impact.
Continuous feedback solicitation: Gathering feedback from program participants is an ongoing process. Feedback mechanisms should be embedded throughout all phases of project implementation to inform solution improvements and support sustainability.
“We cannot overemphasize the need to ensure sustainability. For example, the reports submitted by community health promoters through the cStock mobile application were integrated into the National Health Information Management System. Under the IMPACTT approach, this was embedded within existing mechanisms at the county level in Kenya. For the micromodules, we ensured alignment with the digital strategy for health systems in both Kenya and Tanzania. This ensures that these solutions will continue to be utilized beyond the project’s lifecycle,” – Janet Makena.
Building on past experiences: Do not reinvent the wheel! Apply lessons from past experiences to adapt a solution before implementation. This will also help accelerate the learning curve.
Balancing short- and long-term goals: Immediate needs may compete with sustainable strategies. Project teams should balance responding to urgent needs and staying true to user-centered insights.
“You have to ensure that you are not only dealing with the now, but you’re also looking long-term,” – Leticia Buluma.
Prepare for strategic trade-offs: These are essential, especially when unexpected challenges arise. Implementation teams should be ready to adapt and respond as new obstacles emerge during project execution.
Trust the community’s expertise: Set aside assumptions about the best solutions. The community is closest to these challenges, understands them deeply, and often has examples of solutions that align with their needs.
About inSupply Health
inSupply Health, an affiliate of JSI, is a purpose-driven social enterprise dedicated to enabling communities to lead full, healthy, and happy lives.
Helpful Resource
Watch the event recording.
