The health and social care sector is under significant pressure. Rapid technological developments, demographic shifts, rising expectations around quality and accessibility, and even climate change are forcing organisations to undergo major transformations. At the same time, innovations such as artificial intelligence and robotics are opening up new opportunities. In this context, are small improvements still enough, or is it time for a fundamentally different way of thinking and organising?
According to Frank Boons, lecturer in the Transformation in Health and Social Care programme and Professor of Political Economy of Sustainability at Maastricht University, a large-scale transformation in the sector is inevitable due to the convergence of multiple trends. Technological advances, demographic change, climate change, and a growing shift towards preventive care are all driving this transformation. And it goes beyond implementing new tools or improvement projects: “It requires a change of the entire system. Professionals need to rethink what is expected of them, how they collaborate, and the role they play within the bigger picture.”
Time for change, then. But when the entire system is shifting, it often leads to feelings of uncertainty and lack of control. “As an individual, it’s difficult to fully grasp the system and how it responds to these trends,” Frank explains. “You know the people and organisations you work with, but they work with others too–creating a complex and sometimes unpredictable network.”
Moving beyond reactive mode
This complexity is exactly where the challenge lies: how can professionals move beyond constant reaction and regain control? The programme helps participants better understand the system and its dynamics, and translate this into concrete action–by developing more strategic ways of working.
“Many professionals recognise the ‘reactive mode’: overloaded agendas, staff shortages, regulations, constantly firefighting,” says Gaby Odekerken, lecturer in the programme and Professor of Customer-Centric Service Science. “This programme helps participants step out of that mode by giving them the language, tools, and space to take control again.”
This is approached in three ways. First, participants learn to translate pressure and urgency into a clear strategic direction by identifying the real issues behind symptoms–such as workload caused by fragmented collaboration or unclear responsibilities.
Second, they move from isolated actions to system-level interventions, designing solutions that work in practice, including targeted innovations, process design, and change strategies tailored to real organisational contexts.
Third, the programme focuses on the role of technology–not as a standalone project, but as an integral part of daily work. “AI and robotics are not treated as gadgets, but as part of work processes,” says Gaby. “Participants learn how to make choices that ensure support, save time, and improve quality–while safeguarding privacy, safety, and human interaction.”
Diversity as a driver for better solutions
Transformation also requires collaboration across organisational boundaries. The programme brings together a diverse group of participants, including healthcare professionals, social workers, municipal representatives, housing organisations, and insurers.
“This mix is essential,” says Frank. “If we want to transform the system, we need mutual understanding and insight into each other’s roles.”
“The diversity is a real strength,” adds Gaby. “Most challenges in health and social care cannot be solved within a single organisation. Different perspectives lead to more innovative and holistic solutions.”
Participants learn to move from “being right” to “working together,” which is key to achieving lasting change.
From theory to action
Scientific research forms the foundation of the programme, but the focus is always on practical application. “We use research as a tool,” says Gaby. “It helps bridge the gap between knowledge, decision-making, and action.”
Participants work with evidence-based frameworks to map systems, explore options, test small-scale experiments, and implement sustainable solutions.
Three pillars of transformation
To ensure sustainable change, the programme focuses on three levels simultaneously: ecosystem, organisation, and personal development.
“Change never happens on just one level,” explains Carmen Vonken, lecturer and programme coordinator. “The ecosystem sets the conditions, the organisation enables change, and individual professionals determine whether change truly takes hold.”
Learning by doing
Participants actively work on real transformation challenges through a design sprint. They develop innovative ideas beyond existing organisational constraints and translate these into practical solutions with measurable impact.
From insight to impact
Ultimately, the programme equips participants not only with insight into system dynamics but also with the tools to develop strategies and take concrete steps towards meaningful change.
“It’s about impact, not isolated actions,” Frank concludes. “Participants learn not just what needs to change, but how to make that change happen–within their organisation and across the wider health and social care ecosystem.”
