Project Summary
Divurgent partnered with a regional health system to lead a full-scale IT integration following the acquisition of a hospital and physician group. As part of a $65 million capital program, our team provided end-to-end leadership across planning, governance, and execution to extend enterprise IT standards and core platforms across the newly acquired locations. This work included program leadership, total cost of ownership (TCO) development, budget and contract management, help desk transition support, IT staff alignment, training, and EHR Go-Live support. Divurgent also led project management across clinical transformation, system integration, data conversion, technical dress rehearsals, and clinical readiness. The result was a coordinated, enterprise-wide IT transformation that established a stronger technology foundation for our client and improved alignment across their people, processes, and tech.
Divurgent helped establish a repeatable project structure and governance model that can be successfully applied to future M&A transactions or other large-scale expansion efforts.
In addition to leading the immediate integration, Divurgent helped establish a repeatable project structure and governance model that can be successfully applied to future M&A transactions or other large-scale expansion efforts. This approach created a scalable foundation for planning and execution of future enterprise transformations.
The Challenge
The client faced a high-stakes integration challenge following the acquisition of a hospital and physician group, with an aggressive timeline and limited internal capacity to lead a transformation of this scale. The program required simultaneous alignment of multiple core platforms, including both an Epic-to-Epic conversion and a MEDITECH Expanse-to-Epic migration, while also ending a Community Connect model and standardizing workflows across a community hospital with distinct operating practices.
At the same time, Workday had not previously been incorporated into the client’s M&A approach and had never been used as the learning management platform for training enrollment and administration at this scale. Differences in compensation, benefits, and organizational structures added further complexity, requiring new Workday configurations and integrations to support a unified future-state operating model.
Our Solution
Divurgent established program governance, planning, and execution structures to coordinate the extension of core IT systems, infrastructure, productivity tools, identity management, Workday, Epic, and other enterprise applications across the newly acquired organization. Our multidisciplinary team provided project management, clinical readiness leadership, technical dress rehearsal support, cutover planning, data conversion and integration expertise, credentialed training resources, and clinical informatics support to help standardize workflows, prepare end users, and enable a smooth transition.
The Result
By combining strategic oversight with hands-on execution, Divurgent helped the client move from acquisition to operational alignment with greater speed, consistency, and confidence.
The client performed in the top quartile of numerous key Epic benchmarks within the first 10 days after Go-Live.
The engagement resulted in a unified technology environment that brought the newly acquired organizations into alignment with enterprise standards. Employees were transitioned onto a single Workday platform, supported by one IT help desk, one email system, and one Active Directory domain, while clinical teams moved onto a standardized set of clinical systems, including Epic. End-user devices were refreshed to support the new environment, helping improve consistency, access, and readiness across the organization.
