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The purpose of this mixed-methods study was to explore how medical secretaries experience digital transformation in a Swedish healthcare organisation, with a focus on workplace climate and health.

Data were collected using a sequential exploratory mixed-methods design based on grounded theory, with qualitative data collection (a Quality Café and individual interviews) followed by quantitative data collection (a questionnaire).

Four categories with seven underlying factors were identified, emphasising the crucial need for effective organisation of digital transformation. This is vital due to the increased knowledge and skills in utilising technology. The evolving roles and responsibilities of medical secretaries in dynamic healthcare settings should be clearly defined and acknowledged, highlighting the importance of professionality. Ensuring proper training for medical secretaries and other occupations in emerging techniques is crucial, emphasising equal value and knowledge across each role. Associations were found between some factors and the health of medical secretaries.

This study adds to the knowledge on digital transformation in healthcare by examining an important occupation. Most data were collected online, which may be a limitation of this study.

Several aspects of the medical secretaries’ experiences were identified. Knowledge of these is valuable for healthcare managers to make digital transformation more effective while avoiding excessive strain on medical secretaries.

Medical secretaries are expected to contribute to the digitalisation of healthcare. However, minimal research has been conducted on the role of medical secretaries in workplace digitalisation, focusing on workplace roles and its dynamics.

Process management principles are challenging owing to the increasing need for sustainable operations. The demand for rapid deliveries implies accelerated changes and increased flexibility. Therefore, this study aims to facilitate process improvements based on change-driven needs.

The research is conducted using holistic multiple case studies of eight Swedish organisations (with employees from Sweden, France and Germany), representing the automotive, energy, medical technology, healthcare, telecom and social services sectors.

A process management model with four change-driven phases is presented. The model fulfils demands for both speed and quality in process changes, providing specific guidance on working methods for (1) control and stability, (2) creativity and stability, (3) creativity and change and (4) control and change.

This research is limited to eight organisations in Sweden, France, and Germany that participate in the automotive, energy, medical technology, healthcare, telecom and social services sectors. Future research should explore broader international contexts.

The proposed model helps decision-makers adapt process management to evolving business and operational needs; thus, leaders can make grounded decisions on when and how to change operations based on changing internal and external requirements.

This study challenges the current process management paradigm with new knowledge of how process management can be adapted to new business opportunities.