The current rate of change in technology is almost too fast to track.  In medicine it is even faster!  When it comes to adopting technology the medical field has always wanted, needed and quickly adopted evolving technology to speed discovery, and to improve speed and outcomes in surgical procedures.   Things like electronic medical records and health records have had much slower adoption in the U.S. than expected.  Initial cost and long implementations are part of the reason for that.  The use of big data and computational medicine in patient care, diagnostics and predictive analysis of populations could change the landscape of medical care.  What will it mean to your organization?

May I suggest that change management will need to be a critical component of success?

Change is hard and in a world of constant change we tend to avoid “one more thing” with which to deal.  Change isn’t about personal capacity; it is about “deciding” to change.  Change management is a means of helping people to make that decision.

There are many models of change management and like economic models, they are all right.  What is important is understanding that no one size fits all.  While urgency, leadership, engagement/involvement and communications run through all or most models; it is understanding the unique culture of an organization that should be the starting point.

How people share information, compete, trust, believe in leaders and what experience have they in dealing with major technology change are important to know.  What are the expectations of leadership and what are the concerns (fears?) of the involved community of future users?

Before you can get people to change you need to understand who they are as a unique work culture; only then can you devise a strategy and plans for engaging, communicating with and getting leadership to actually lead the organization forward.

See “Re-CREATIVE Change” at:    http://gilmansullivan.com/