CHANGE MANAGEMENT IN DIGITAL TRANSFORMATION IN HEALTHCARE : A qualitative study of unit managers' experiences of system implementation

Abstract The digital transformation of healthcare has in recent years become a crucial factor in meeting increasing demands for efficiency and quality. The role of unit managers in the change process is central, as they act as the link between the organization’s strategic objectives and its operational execution. This study therefore focuses on how unit managers experience and manage the implementation of new digital systems. A qualitative interview method was applied in the study, with the ADKAR model serving as the theoretical framework. The model is based on the premise that organizational change fundamentally occurs at the individual level, emphasizing a person-centered perspective. It is structured around five stages: awareness, desire, knowledge, ability, and reinforcement. Five unit managers or assistant unit managers, all of whom were involved in the implementation of a new digital administrative system, were interviewed. The results show that the unit managers were generally positive toward the change, but that shortcomings in communication, uneven access to training, and varying levels of organizational support affected the implementation process. The study provides valuable insights into change management during healthcare’s digital transition and highlights the importance of clear strategy, stakeholder involvement, and individualized support for successful implementation.