In an era of constant disruption, healthcare organizations can no longer reserve change readiness strategies for major initiatives. Mary Jo Williamson, chief administrative officer of Mayo Clinic Laboratories, recently shared with Advisory Board lessons on preparing employees for change, building cultures rooted in trust and curiosity, and helping organizations stay focused amid ongoing disruption.

Williamson notes that while healthcare organizations have always navigated change and economic uncertainty, the increasingly rapid pace of advancement has changed how leaders must view change readiness. Leaders must continually evaluate emerging opportunities, invest in workforce development, and prepare their organizations for innovations that may transform care delivery and diagnostics.

According to Williamson, organizations that thrive in this environment are guided by a clear mission, vision, and strategy. These priorities help leaders focus on high-impact opportunities while avoiding distractions that do not advance long-term goals. Equally important is building a culture of curiosity where employees feel empowered to ask questions, challenge assumptions, and contribute ideas.

Williamson emphasizes that trust and transparency are essential for managing change.

“Leaders should be honest about what they know, what they're still evaluating, and where there may be unanswered questions,” she says.

She also advocates for creating opportunities for employees to provide feedback to strengthen trust. She mentions pilots and multidisciplinary teams as two examples of ways to test ideas, gather insights, and strengthen decision-making.

Ultimately, Williamson argues that future-ready organizations are built not only through technology and strategy but through strong cultures, engaged employees, ongoing learning, and a steadfast commitment to mission and purpose. When employees feel valued and connected to organizational goals, they become the driving force behind successful change.

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