Reflection on Change

As we step into a new year, I find myself reflecting on a truth that has followed me throughout my career: change is constant. It shows up in every decade, every role, every department, and every industry I've been connected to, and over the years, I've learned that the way we think about change shapes the way we experience it.

Some of those changes are intentional—new goals, new strategies, new investments. Other changes are unexpected—market shifts, regulatory updates, leadership transitions, team changes, technology upgrades. After a few decades in this field, I've learned that whether we invite it or not, change walks into our lives and our organizations every single year. Sometimes it knocks softly; sometimes it kicks the door open. But it always asks us to adjust, learn, and keep moving.

This time of year also gives each of us a chance to look back and reflect on how much has changed—and how much workplaces continue to evolve. Before focusing on what lies ahead, I thought it might help to reflect on what I (and many of you) have lived through in our careers, and how those experiences shape the way we interpret change today. When we start seeing change as part of the operating environment—not an unwelcome disruption or someone "looking over our shoulders"—the path forward becomes easier to understand.

I've witnessed more shifts in our industry than I ever imagined when I first started. Systems have changed, expectations have changed, technology has evolved—and through all of it, the people doing the work have shown resilience, creativity, and heart. I've felt the excitement of new beginnings and the strain of uncertain ones. I've navigated transitions that slipped into place easily and others that required patience, flexibility, and a deep breath or two. If you've felt those things too, you're in very good company.

Successful systems are the ones that reduce friction rather than add to it.

All of us—whether Med One colleagues, business partners, consultants, or those serving in the healthcare industry—have had to adapt again and again. The healthcare environment itself is transforming: AI integration, new care models, reimbursement pressures, shifting patient expectations, and operational demands that change year to year. Change is no longer an occasional event; it's a steady companion. And while it can be tiring, it has also shown me something inspiring: people's extraordinary ability to adjust, grow,and keep moving even when the path ahead isn't perfectly defined.

That perspective is why I want to talk about the improvements organizations everywhere, including ours, are making in systems and processes. You may have noticed subtle shifts—information moving a bit more cleanly, communication feeling smoother, responses coming faster. These changes aren't meant to disrupt anyone's day or to scrutinize how work gets done. They exist to support the work we already do so well.

Over the years, I've learned that when new tools increase visibility or efficiency, people often wonder:

"Is this about tracking?"

"Is this being used to evaluate me—or replace what I do?"

These are reasonable, human questions—and ones I've asked myself in past transitions.

But what experience has shown me is this: the successful systems are the ones that reduce friction rather than add to it. They make collaboration easier, not more complicated. And after decades of seeing technology both help and hinder, I can say with confidence that the difference always comes down to whether it makes people's lives better.

Better visibility helps us spend less time digging for information. Efficiency in our processes reduces repeated steps and missed details. It strengthens teamwork. It gives customers confidence. It keeps partners aligned. Most importantly, it removes the kind of stress that comes from working without clarity.

What encourages me most right now is that we're building toward a future where information flows more easily, where teams feel more connected, and where our partners feel supported—not watched, not measured, but genuinely supported. That is truly the heart of what we're aiming for, whether it's a new CRM, updated operational tools, or even changes in how teams are structured. I may have lived through decades of systems, transitions, upgrades, and reinventions, but what we're building today aligns with the lessons those years have taught me: keep people at the center, keep communication open, and pursue improvements that lighten the load, not add to it.

And because healthcare itself is evolving—faster than ever before—clarity, connection, and support matter more than ever. Improving our systems strengthens our ability to stand beside those navigating enormous changes in their own world of patient care.

With all this in mind, I've also learned something important about how people respond to change. Some of us tend to be Explorers—those who thrive on novelty and see change as an exciting opportunity. Others are more like Stabilizers—those who value proven methods, predictable results, and clarity before action. And most of us move between the two roles depending on the situation. I know I have, and I'm willing to bet many of you have too.

As 2026 brings new changes to our work and our industry, I encourage you to notice whether you're leaning more toward the explorer or the stabilizer—and remember that organizations need both. More importantly, I hope you'll continue to see change not as another disruption, but as an ongoing reality of how we operate, adapt, and grow together.