Mayo Clinic treats over a million patients annually in clinics, hospitals, research facilities and other settings nationwide. The challenge was how to approach the people side of change required to adopt an integrated Electronic Health Record (EHR) and Revenue Cycle Management (RCM) system. This large-scale project substantially impacts the daily work of over 50,000 employees, making it Mayo Clinic’s most far-reaching and expansive project in its 150 year history. Many of the unique systems that were in place to access diverse and disconnected patient records, management platforms, scheduling systems and accounting tools, had been in use for decades.
Comprehensive Change Management methods were applied to ensure successful implementations across all of Mayo Clinic’s facilities and systems. Major components of our Change Management solution included: strong leadership engagement, comprehensive end user preparation, active peer-to-peer communication, attention to workflow details and professional development opportunities designed to build acceptance and to ensure transition readiness. Additionally, through distribution of ongoing surveys and measurement of change management metrics, the team was able to use an iterative approach to align operational needs with staff readiness.
During the two-year transition, employee readiness and project perceptions were measured and monitored at regular intervals, enabling near real-time adjustment to training methods resulting in migration to new systems across all sites without delay. Moreover, industry leading tools and readiness tactics were developed to ensure end user adoption and engagement while minimizing disruption at the time of system go-live. After an extensive investment, Mayo Clinic is now achieving the envisioned performance benefits of the new system and improving service for our patients and key care delivery partners.