Case Study – Read carefully before answering Section B
Meridian Health Group
Industry: Private Hospital & Healthcare Services
Meridian Health Group operates a network of six private hospitals across Victoria, employing over 3,200 staff including nurses, allied health professionals and administrative employees. Following a review of its Key Performance Indicators, the Board identified a decline in patient satisfaction scores, a rise in average patient wait times, and a 15% increase in staff absenteeism over the past two years. An external consultant’s report attributed these results to outdated paper-based patient record systems, increasing competition from newer private hospital groups offering digital booking and telehealth services, and rising community expectations for faster, more transparent healthcare. In response, Meridian’s new CEO, appointed six months ago, announced a large-scale digital transformation program, including a new electronic patient record system, online booking and telehealth capability, and a restructure of administrative roles. Many senior nurses and administrative staff, some of whom have worked at Meridian for over fifteen years, have expressed concern about learning new technology and fear that some administrative positions will become redundant. Other staff, particularly younger clinicians, have welcomed the changes and believe they will reduce paperwork and improve patient care. The CEO has asked the Executive team to plan the transformation carefully, using force field analysis to anticipate resistance, and to establish clear KPIs to measure whether the transformation is achieving its intended outcomes.
