How we worked

Our change management approach focused on reducing friction, building trust and helping people understand how the new system would improve daily operations rather than simply introducing another layer of process.

The work began with extensive operational engagement across impacted teams. Workshops and working sessions mapped current-state processes, identified pain points and uncovered the reality of how work was actually being done day to day. It was a significant undertaking, but a critical one; getting it right early would reduce friction later in the project.

Communication and engagement was intentionally practical and operational, focused on impact rather than transformation messaging. Teams needed to understand how the new system would affect their day-to-day work, what would change, and where processes would become simpler, faster or more visible.

Resistance management became a critical part of the program and often reflected the nature of the work itself. Teams working in highly responsive clinical environments, such as Emergency Departments, were generally more adaptable to rapid operational change. Others, whose work operated at a slower pace and had relied on long-standing manual processes for years, were understandably more resistant to changing established ways of working.

Some staff were enthusiastic early adopters. Others were uncertain about how their roles would change, while some were openly sceptical of the new systems and workflows.

Structured engagement and coaching plans were used to identify concerns early and work directly with impacted teams. Training was delivered progressively and aligned closely to operational workflows so staff could connect system usage to the reality of their day-to-day responsibilities. The focus wasn’t just on systems training; it also worked with teams to build confidence and capability inside the new ways of working.

Importantly, the program recognised that successful adoption in healthcare environments depends heavily on operational trust. Teams needed to believe the system would genuinely help them respond faster, coordinate better and reduce administrative burden during already pressured shifts.

The result

The platform rollout established the foundation for a more integrated, digitally enabled facilities operation across the Melbourne Health network.

The organisation successfully transitioned away from multiple disconnected legacy systems toward a centralised operational platform supporting facilities, maintenance, assets and service management.

The project also introduced:

• mobile task management capabilities for operational staff

• centralised service request processes

• digitised workflows replacing manual approvals and paper-based processes

• improved operational visibility and reporting

• a unified facilities management platform across multiple hospital sites.

Just as importantly, the organisation built stronger internal capability around managing digital change inside operational healthcare environments.

The transformation required teams to adapt to entirely new ways of working 

while continuing to support essential hospital operations. By grounding the program in practical engagement, operational empathy and structured on site change support, the rollout maintained momentum through a highly complex implementation environment.

The result was not simply a new system, but a more connected operational foundation capable of supporting future growth, visibility and service improvement across the network.

Planning a complex ERP or digital transformation project? Talk to us about building change capability that supports adoption, continuity and long-term operational success.

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