Managing Change and Innovation: Strategic Challenges in Implementing 3D Printing in Hospitals – A Study in Tamil Nadu

Abstract

transforming healthcare innovations. It enables exciting new possibilities for improved surgical planning, prosthetics, tissue engineering, and personalized medicine (Aimar et al., 2019; Javaid & Haleem, 2020). However, the uptake of this technology in hospitals appears to be limited, especially in developing parts of India, such as Tamil Nadu. In Tamil Nadu, aspects like finances, organizational culture, resource availability, and regulatory barriers impede the strategic use of this technology (Narayanan & Srinivasan, 2020; Krishnaswamy & Rao, 2024).

This paper explores how healthcare institutions in Tamil Nadu experience strategic challenges and change management when adopting 3D printing. The investigation reviews literature, industry reports, and case studies set in hospitals to show what motivates or deters the adoption of 3D printing (Bhattacharya & Sharma, 2021; Tamil Nadu Health Systems Project, 2023).

The analysis revealed that important aspects such as supportive leadership, organizational readiness, a skilled workforce, and financial planning facilitate 3D printing (Jain & Chatterjee, 2019; Govindarajan & Ramachandran, 2022). Meanwhile, challenges such as resistance to change, lack of awareness, political constraints, and the absence of supportive policy frameworks continue to hinder implementation (Sultan & Mohamed, 2023; Bettiga et al., 2020).

This paper proposes a strategic framework with transformational leadership and multi-sector collaboration, along with building capacities—through recruiting, equipping, and training—as key steps to foster innovation within Tamil Nadu's healthcare system (Mehta & Sharma, 2021; Subramanian & Devi, 2023). Using Kotter’s Eight-Step Change Model and Rogers’ Diffusion of Innovation Theory, the framework highlights how structured change management can support technology adoption (Kotter, 1996; Rogers, 2003). Ultimately, this work argues that effective change management and long-term oversight in strategic planning are required to embed 3D printing into the daily functioning and clinical practices of hospitals (Rai & Bose, 2022; Singh & Bhattacharya, 2020).