Most digital health transformations don’t fail at go-live.
They stall after it.
Systems launch.
Project teams move on.
And value realization quietly slows.
Why?
Because go-live is treated as the finish line —
instead of the start of sustained operational change.
Adoption, governance, and ownership matter far more
after implementation than during it.
Technology enables transformation.
Leadership sustains it.
In practice, organizations that sustain momentum after go-live do a few things consistently:
- They assign clear post–go-live ownership, separate from the implementation team
- They define 3–5 adoption and outcome metrics tied to business value
- They establish a governance cadence focused on optimization, not exception handling
- They keep executive sponsorship active for at least 6–12 months post-launch
Without these mechanisms, even well-implemented systems struggle to deliver lasting impact.