Change management: a framework for adaptation of the change management model

Abstract

Digital health change management projects have a high rate of failure which limits the realization of their potential benefits. While there are many change management models, there is limited evidence of one model being effective in all circumstances. We propose a framework for building on an organizations preferred change management model and adapting it based on the change desired and the organization. We use three change management scenarios (small, large, and rapid) from radiology to explore the application of the framework. Radiology was chosen to illustrate the framework because it has been digital longer than many medical specialties. Given the high number of upgrades and new digital platforms in Radiology, it could also serve as a testing ground for such a framework.

HIGHLIGHTS

• The failure rate of change management projects is estimated to be 70%.

• Failure includes not delivering the intended functionality, cost savings or efficiencies.

• High failure rates prevent realization of some of the potential benefit of digital health projects.

• We propose a framework to adapt the model of change to specific features of the change and organization.

Keywords:

• Change management
• digital health
• radiology
• COVID-19
• process improvement

Disclosure statement of interest

The authors report no conflict of interest.

Role of funder

Not applicable.

Additional information

Funding

No specific funding was received for this work.