A high-complexity, tertiary care healthcare system with 15 departments under Patient Care Services, including nursing, chaplaincy, and social work, initiated a major service-line restructuring. The proposed department would be created by reallocating resources from existing service areas, requiring teams to adjust workflows and transfer personnel. The Nurse Executive recognized the need for stronger alignment among Patient Care Services leaders to ensure strategic unity, minimize disruption, and deliver consistent communication throughout the transition.

The consultant was engaged early to provide feedback on the strategic retreat agenda and the follow-up plan. This leadership engagement was guided by a structured change management framework and focused on strengthening leadership cohesion, internal and external communications, and shared decision-making to support real-time adaptation.

As planning and implementation progressed, Patient Care Services leaders were challenged to navigate shifting roles, negotiate resource tradeoffs, and present a unified voice in high-level conversations with senior medical executives. Over the 12-month period, the consulting process reinforced post-retreat momentum, strengthened leadership practices that supported alignment and accountability, and supported leaders in balancing their role as change agents with their own experience of the restructure. These efforts contributed to the successful launch of the new service line while maintaining continuity in existing operations.