Insight
Key Insights: KLAS Change Management Executive Forum
By Meg Johnson, Senior Managing Consultant, Care Operations
The recent KLAS Change Management Executive Forum shed light on key challenges facing healthcare organizations as they move through change. Central to the discussions was a definition of change management that prioritizes people over process, rather than solely managing technical processes. This person-centered approach emphasizes the human challenges of transformation, addressing the vital task of preparing people, not just systems, for new realities.
Many healthcare organizations struggle with change management, no matter how they define it. KLAS data supports this, showing that even with diverse models and methodologies, organizations are challenged by the human side of change. However, the forum attendees agreed on a common framework encompassing preparation, project rollout, and long-term sustainment. This approach extends beyond the project life cycle to ensure change remains effective and well-integrated over time.
Another standout topic was the cultural foundation necessary for successful change management. Before undertaking transformational initiatives, assessing and addressing the organization’s cultural readiness is essential. This groundwork creates a more stable environment for implementing new strategies and practices, providing a smoother transition and a more robust foundation for change.
For those still developing change management capabilities, a deeper understanding of how it connects to project work and the benefits of its intentional inclusion is critical. When change management is neglected, organizations risk missed adoption and unrealized benefits. While training and communication are key elements, the forum highlighted that effective change management requires more than these basics. Organizations often overlook the strategic importance of fostering resilience and alignment across all stages of change.
Finally, regardless of who performs change management tasks or where the function resides within an organization, having a centralized owner is vital. This role ensures that change initiatives avoid silos and mixed messages, streamlining communication and responsibility across teams.