# Digital transformation in health care and the role of change management

> Effective change management is key to successful digital transformation in health care.

## Overview of Digital Transformation
Digital transformation is a broad subject encompassing terms like digital health, digitalization, and digitization. While digitization involves transferring information into computer-readable formats (such as electronic health records), digital transformation is broader in scope, involving fundamental changes in culture and values. It represents the future of all health care operations.

In Finland, approximately 30% of health care services were provided through digital channels by 2020. While this modernization has increased accessibility and efficiency, it presents challenges regarding equal access to care and resistance from hierarchical health care systems.

## Key Elements of Change Management
To ensure digital transformation is adapted effectively and sustainably, organizations must employ robust change management strategies. Recent research identifies four key elements for success:

*   **Leadership:** Strong leadership is required at all levels, from senior executives to operational supervisors. Management’s commitment, digital literacy, and clear communication are directly correlated with successful integration and reduced resistance.
*   **Organizational Readiness:** Organizations require proper infrastructure, financial and human resources, and supportive policies. The "Organizational Digital Transformation Readiness" (ODTR) framework can be used to evaluate competence, culture, technology, and capacity.
*   **Staff Engagement:** Staff must understand and accept digital tools. Trust, positive attitudes, and customized, continuous education are essential to reducing resistance. Early involvement of staff in the transformation process is highly recommended.
*   **Strategic Collaboration:** Digital transformation requires detailed planning that considers laws, regulations, and data protection. Breaking down barriers between departments and organizations, and fostering stakeholder collaboration, creates a foundation for sustainable success.

## Conclusion
Technological change alone is insufficient for success in health care. By focusing on leadership, organizational readiness, staff empowerment, and strategic planning, health care systems can achieve both greater efficiency and improved patient care.

## Author
Jonna Mäki-Koivisto, Master’s Degree in Digital Health, Savonia University of Applied Sciences

## References
*   Alshahrani, A., Williams, H., Maclure, K. 2022. Investigating Health Managers’ Perspectives of Factors Influencing Their Acceptance of eHealth Services in the Kingdom of Saudi Arabia: A Quantitative Study. Saudi Journal of Health Systems Research, v. 2, n. 3, p. 114–127.
*   Back, D.A., Estel, K., Pförringer, D., Tsitsilonis, S., Bachner, J., Willy, C., working group digitalization (DGOU) & Becker H. P. 2022. Implementation of online video consultations in a regional health network: a management feasibility analysis from an orthopedic perspective. BMC Health Services Research, v. 22, n. 1, p. 1–11.
*   Bhakta, S. B., Deyhim, N., Zafar, N. & Abbasi G. A. 2022. Implementation and evaluation of an EHR-intergated mobile dispense tracking technology in a large academic tertiary hospital. American Journal of Health-System Pharmacy, v. 79, n. 18, p. 1562–1569.
*   Brommeyer, M., Liang, Z., Whittaker, M. & Mackay M. 2023. Developing Health Management Competency for Digital Health Transformation: Protocol for a Qualitative Study. JMIR Res Proto 12:e51884.
*   Gustafsson, C. & Dannapfel, P. 2025. Leaders’ experiences of successfully implementing health and welfare technology in sparsely populated Nordic areas. Disability & Rehabilitation: Assistive Technology, v. 20, n. 1, p. 85–96.
*   Heponiemi, T., Kainiemi, E., Virtanen, L., Saukkonen, P., Sainio, P., Koponen, P., Koskinen, S. 2023. Predicting Internet Use and Digital Competence Among Older Adults Using Performance Test of Visual, Physical and Cognitive Functioning: Longtudinal Population-Based Study. J Med Internet Res.
*   Jewer, J. 2022. Investigating a Work System Approach to Implement an Emergency Department Surge Management System: Case Study. Journal of Medical Internet Research, v. 24, n. 8.
*   Kyytsönen, M., Vehko, T., Jormanainen V., Allto A-M., Mölläri, K. 2021. Terveydenhuollon etäasioinnin trendit vuosien 2013-2020 Avohilmon aineistossa. Finnish Institute for Health and Welfare.
*   Martin, T., Veldeman, S., Großmann, H., Fuchs-Frohnhofen, P. Czaplik, M. & Follmann, A. 2024. Long-Term Adoption of Televisits in Nursing Homes During the COVID-19 Crisis and Following Up Into the Postpandemic Setting: Mixed Methods Study. JMIR Aging.
*   Michelotto F. & Joia, L. A. 2024. Organizational Digital Transformation Readiness: An Exporatory Investigation. J. Theor. Appl. Electron. Commer. Res. 19(4), 3283-3304.
*   Naamati-Schneider, L., Arazi-Fadlon, M., Daphna-Tekoah, S. 2025. Strategic technological processes in hospitals: Conflicts and personal experiences of healthcare teams. Nursing Ethics, v. 32, n. 1, p. 236–252.
*   Peter, M.K. 2024. The Digital Transformation Canvas; Develop and implement your digital strategy. Pearson Education Limited: Harlow, United Kingdom.
*   Petersson, L., Larsson, I., Nygren, J. M., Nilsen, P., Neher, M., Reed, J. E. Tyskbo, D., & Svedberg, P. 2022. Challenges to implementing artificial intelligence in healthcare: a qualitative interview study with healthcare leaders in Sweden. BMC health services research, 22(1), 850.
*   Pirinen, H. 2023. Esihenkilö muutoksen johtajana. Helsinki: Alma talent.
*   Sibuyi, I. N., de la Harpe, R. & Nyasulu, P. 2022. A Stakeholder-Centered mHealth Implementation Inquiry Within the Digital Health Innovation Ecosystem in South Africa: MomConnect as a Demonstration Case. JMIR mHealth and uHealth, 10(6), e18188.
*   Söling, S., Demirer, I., Köperlein-Neu, J., Hower, K. I., Müller, B. S., Pfaff, H., Karbach U. & AdAM Study Group. 2023. Complex implementation mechanisms in primary care: do physicians’ belief about the effectiveness of innovation play a mediating role? BMC Primary Care, v. 24, n. 1, p. 1–14.
*   Tucker, D.A., Cirella S. & Kelly, P.R. 2024. Organizational change management: inclusion, collaboration and digital change in practice. Sage: London.