Karen Sharp
Director of Inpatient Tower ActivationThe Ohio State University Wexner Medical CenterKaren Sharp is the Director of Inpatient Tower Activation at Wexner Medical Center, leading the launch of a 1.9-million-square-foot inpatient tower set to open in Spring 2026. She manages organizational readiness, including budget, staffing, training, governance, project management, department and equipment moves, and the safe transfer of over 400 patients. Previously, Karen spearheaded data-driven clinical quality and patient satisfaction initiatives, then transitioned to IT, directing Epic system training for 13,500 staff and building robust IT training programs. She holds an MHA from The Ohio State University.
E70 – From Vision to Activation: Engaging Every Role in Change Management
Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, an…Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, and Day 1, which requires collaboration among key stakeholders from the project team, hospital, and co…Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, and Day 1, which requires collaboration among key stakeholders from the project team, hospital, and community. A key challenge for architects and project managers is maintaining design intent while minimizing changes, managing the schedule, and controlling costs throughout the project. The operational…Designing and activating a new healthcare facility is a complex, multi-year journey that spans visioning, strategic planning, design, construction, and Day 1, which requires collaboration among key stakeholders from the project team, hospital, and community. A key challenge for architects and project managers is maintaining design intent while minimizing changes, managing the schedule, and controlling costs throughout the project. The operational project team must communicate design decisions and their rationale effectively to inspire end-user buy-in and foster support for the planned changes. This project involves a 26-story, 2-million-square-foot facility that houses two organizations and diverse patient populations, while adapting to evolving care models. The team will share their blueprint for implementing, managing, and sustaining change through a change management program that engages every level of the organization. They will present a recommended timeline, strategies for identifying change champions, town hall topics, KPIs, dashboards, and lessons learned to ensure successful activation and long-term alignment. Show MoreClick the title to see all detailsShow More
