Student Name

 Franklin University

MGMT-8175

Professor Name

Date

Change Management Meeting Agenda

• Executive Summary Overview

As a global leader in patient-centered healthcare, Mayo Clinic is currently undergoing a strategic shift in the expansion of telehealth and digital care services. Through its integrated group practice model, moderate research and innovation culture, Mayo Clinic seeks to further expand access and maintain leadership in value-based care (Mayo Clinic, 2022). This meeting will determine critical milestones in the change management process.

Agenda Discussion Points

• Organizational Change Readiness

Readiness is driven by a culture of innovation and pre-existing investments in telehealth, as well as Artificial Intelligence (AI) diagnostics under a flexible integrated care model.

Align the expansion of digital care services with the overarching mission of providing the best care globally.

Members of the clinical staff, IT executives, research faculty, patient advocacy, education body, and the organization’s upper management. Institutional electronic health records EHR and telehealth systems; gaps in education about the change and requirements for scalable technology infrastructure.

• Data Sources & Assessment Strategies

Closed-ended patient satisfaction surveys, focus groups with clinicians, EHR analytics, longitudinal clinical cost and outcome data, and real-time dashboards. Internal data comparison with national telehealth benchmarks and peer institutions. Creation of a centralized digital dashboard to monitor the adoption, outcome, and usage metrics.

• Implementation, Continuity & Reinforcement Strategies

Multidisciplinary teams consisting of clinicians, educators, and IT experts, alongside patients. Specialized pilot programs in high-demand areas such as cardiology and neurology, followed by a gradual introduction in other departments. Staff training for stakeholder awareness, communication, and feedback engagement, as well as patient mobilization campaigns.

• Monitoring & Continuous Improvement

Measure access, satisfaction, clinical outcomes, and overall efficiency against pre-set key performance indicators (KPIs) (Sleiman et al., 2024). Schedule quarterly meetings augmented with rapid response feedback. Develop routine reports for designated executive leadership, department heads, or external stakeholders as required.

• Consultant Role and Engagement, and Additional Human Resources

• Enable Strategic Planning and Roadmap Creation
• Oversee training and capacity-building guidance.
• Manage the evaluation framework design.
• Delegate stakeholder engagement strategy.
• Develop technological incorporation and innovation scalability recommendations.

• Additional Resources Needed:

• Health informatics specialists.
• Patient experience analysts.
• Experts in training and development for digital health.
• Advisors on telehealth regulatory compliance.
• Analytics supporting data scientists.

References

Mayo Clinic. (2022). Home page: Mayo Clinic proceedings. Mayoclinicproceedings.org. https://www.mayoclinicproceedings.org/

Sleiman, S., Ouf, M., Luo, W., Kramer, R., Zeiler, W., Borkowski, E., Hong, T., Nagy, Z., & Chen, Z. (2024). Overview of occupant-centric KPIs for building performance and their value to various building stakeholders. Energy and Buildings, 114704. https://doi.org/10.1016/j.enbuild.2024.114704