Governance: Our impact on fair and reliable working

How is UMC Utrecht approaching organizational transformation for its colleagues?

At UMC Utrecht, we are working on a new organizational structure, which will enable us to realize our vision and mission as UMC Utrecht more effectively and more quickly. We do this by organizing our processes and activities in ways that make collaboration easier, more efficient, and even better. In 2025, we made major strides in shaping this transformation.

A carefully drafted change plan, with consideration for everyone

In 2025, the new organizational design was created. Remarkably, a large group of managers actively contributed to the design. The new structure was developed bottom-up – a unique approach in the Netherlands for an organization of this size. This reflects our commitment to fair and reliable working: designing together, taking responsibility together.

Implementation of the new organizational model is phased and structured. In 2025, colleagues reporting to the Executive Board (leadership level L2) were placed in their new roles as quartermasters. Leadership levels L3, L4, and L5 will follow in 2026.

In the new matrix organization, collaboration becomes even more important. That is why in 2025 we deliberately invested in strengthening this competency. By bringing colleagues together, sharing knowledge, and creating space for dialogue, we are building, step by step, an organization where people can find one another and take shared responsibility.

Transparent processes and equal opportunities

The preparation phase for the implementation started in the second half of 2025. This had a direct impact on the second organizational level. Placements and appointments within L2 took place while the old and new structures temporarily coexisted.

To ensure this process proceeded carefully, transparently, and with equal opportunities for everyone, we worked with external guidance. Each leader received a so-called leadership profile: an integrated picture of who they are as a person and as a leader. This provided an objective basis for placement and appointment decisions and helped weigh talent, experience, and development potential fairly.

From departments to services: people follow the work

A visible change in 2025 was the transition from various departments to centralized services. Staff and support functions, such as Finance and Procurement, were merged. In doing so, we move from many separate components to greater uniformity and joint management. It strengthens our effectiveness and enables more efficient use of resources.

For many colleagues, this meant a change in their place within the organization, following the principle of ‘people follow the work'. Essentially, they continue doing the same work, though they may now report to a different hierarchical leader or be part of a different service.

The starting point was clear: we are making this move while retaining our colleagues. We aim to realize the transformation with the people who already make UMC Utrecht what it is. In a limited number of cases, roles were discontinued and colleagues became redundant. The impact was greatest for colleagues in the Information Technology Department and the Information Technology and Finance Department.

Putting people first

We understand that an organizational change of this scale can create tension and uncertainty. That is why, in 2025, putting people first was a key principle. In close collaboration with the trade unions, we developed a social policy framework and a social plan. The Works Council was also closely involved.

In the social plan, we included additional safeguards to support colleagues as effectively as possible. For example, the redeployment period was extended. In doing so, we take our responsibility as an employer and show that fair and reliable working is not only about structure and processes – it is, above all, about people.

Talking together and learning together

Good communication and dialogue were essential in 2025. We created an extensive intranet page for colleagues who wanted to know more about the personnel implications or who needed support. On this page, managers and employees can find explanations of each step in the process, tools for conversations, and practical information.

Managers received weekly updates from People & Organization (Mens & Organisatie) with current information about the placement and appointment process. We also organized walk-in sessions, the so-called Question Hour, where colleagues could ask their questions directly. These sessions were well attended.

Every month, there was also a new episode of ‘Bij ons in Huis’ (At our home): a live broadcast by and for UMC Utrecht colleagues. Each broadcast started with an update on the transformation. We also organized strategy sessions and meetings to engage in dialogue with each other.

This is how we approach the transformation: carefully, transparently, and with attention to people. As one UMC Utrecht, working together toward a future-proof organization in which every person counts.