Today’s healthcare landscape is rapidly evolving. Mergers and acquisitions (M&A) across hospitals and health systems are on the rise, driven by financial necessity, strategic positioning, and searches for greater efficiency and more innovation. But even though financial and operational goals typically lead the conversation, long-term success depends on something else entirely: strong, sustained, and visible nursing leadership.
Wolters Kluwer sponsored an AONL Executive Dialog webinar for healthcare leaders who explored the critical role of nurse leadership during the aftershocks of organizational change. The panelists’ insights pinpointed the challenges, opportunities, and best practices shaping the future of unified care delivery as follows.
Building a systems-based approach
The merging of organizations involves more than combining operations; it also requires alignments of people, policies, and practices. For nursing teams, achieving alignment begins with a systems-based approach that engages organizational leaders at all levels in support of consistent practices while respecting local differences across facilities. The establishment of a shared infrastructure, such as in the forms of unified policy systems and cross-market leadership roles, also helps teams break down silos and work toward common goals.
The panel highlighted what it takes to achieve successful integration:
- Developing transition plans with input from clinical leaders and frontline nursing staff
- Adopting best practices across all facilities rather than replicating one organization’s processes
- Establishing systemwide roles, such as chief nurse executives, to break down silos and ensure equity
Without clear leadership at the system level, organizations risk clinging to old practices or operating in isolation. Having system-level nursing roles is essential to standardizing clinical practices, setting expectations, and ensuring that all voices get heard.
Retaining talent through trust and transparency
Staff retention usually becomes a major challenge during a M&A. Change creates uncertainty, and uncertainty can drive skilled nurses to leave if it is not handled carefully. The AONL Executive Dialog made it clear: building trust starts with consistent communication and demonstrated investment in staff well-being.
To retain talent and build trust, nurse leaders must:
- Clearly explain the vision and goals behind the merger
- Emphasize the why behind organizational changes
- Involve nursing staff in decision-making processes
- Correct inequities in resources and opportunities across facilities.
The panelists also stressed the importance of global communication strategies such as systemwide town halls and leadership visibility across all sites so as to ensure that every nurse hears the same message and feels included. Those efforts not only help reduce turnover but also reinforce a sense of belonging and shared purpose. When nurses feel heard and supported, they’re more likely to stay engaged and committed through a transition.
Fostering a unified nursing culture
Policies and procedures can be standardized, but true integration requires more. It requires aligning cultures in the ways teams work, communicate, and solve problems every day. The panel participants emphasized that culture involves not just a set of written values; it is tied closely to operations and infrastructure. A cohesive culture also strengthens collaboration and helps deliver better patient experiences — especially when newly combined teams must align quickly on care delivery.
Healthcare leaders can foster a unified nursing culture by:
- Actively involving staff from all facilities, not just flagship hospitals
- Recognizing and adopting best practices from those already in existence across the organization
- Creating systemwide nursing councils to give nurses a voice
- Hosting leadership forums and open listening sessions to build morale
- Following through on commitments to demonstrate shared ownership and build trust.
Culture change does not happen overnight. It requires consistent communication, meaningful engagement, and visible leadership support. When actions match words, teams see that integration is about building something better together, not just about enforcing change.
Charting the path forward
M&A in healthcare is not new, but the scale and pace today make the role of nurse leaders in shaping successful integrations more essential than ever. As hospitals and health systems move through the aftershocks of organizational change, nurse executives are uniquely positioned to unify teams, champion systems thinking, and build cultures in which nurses feel empowered.
Organizations that prioritize nurse-led integration efforts will not only achieve stronger teams; they will also build foundations for delivering consistent, high-quality care for years to come.
