6. Conclusion

If hospital transformation projects often come up against obstacles linked to the plurality of professionals with sometimes divergent interests, the recent health crisis proved to be a timeless moment in time when, despite the dramatic consequences, healthcare organizations health organizations, thanks to the professionals who bring them to life, were able to adapt by transforming themselves. Against a backdrop of latent crisis within hospitals, it would seem appropriate to formalize the mechanisms put in place, with the aim of institutionalize them.
The frequently encountered obstacles in hospital transformation projects, which are often linked to the diversity of professional interests, were temporarily set aside during the recent health crisis. Despite the dire consequences, healthcare organizations were able to adapt and transform themselves thanks to the dedication of their staff. Given the latent crisis within hospitals, it is now essential to formalize the mechanisms put in place and institutionalize them.
This research, which utilizes the framework of structuration theory based on the duality of structure and the recursivity of action and structure34, aims to explore the complexity of organizational transformation. It was conducted in two French hospitals that were at the forefront of the crisis, where transformation had become a necessity. The results indicate a significant shift in decision-making processes, with a logic of experimentation initiated by frontline professionals and regulated by middle management. This combination of medical, nursing, logistical, and administrative expertise was supported by top management, who provided the necessary resources. Although constant adjustments were made, the transformations initiated were successful and enabled the hospitals to effectively cope with a large influx of patients.