How do we even begin to navigate our call for CPD to keep pace with evolving healthcare technology, enhanced educational designs and tools, and the critical need for real-world data?

That question was the focus of the session entitled “Shifts in the Healthcare Landscape and Implications for Evolving Continuing Education”, which was conducted at the Alliance 2025 Annual Conference. The session, moderated by Ginny Jacobs, PhD, M.Ed., engaged seasoned continuing professional development (CPD) professionals, John Ruggiero, PhD, MPA; Nancy Paynter, MBA; and Vince Loffredo, Ed.D., in a spirited discussion with the nearly 100 participants in attendance.

The intent of the session at the Orlando meeting was to delve further into the highlights from the article “Necessary Disruption 2.0: A Continuing Education Call to Action”, which appeared in the Nov. 18, 2024, issue of the Almanac.

The article identified four primary shifts occurring within the CPD field: 

1. Increased use of educational technology and AI      

2. Enhanced educational design (built on a science of learning foundation)

3. Use of technology and real-world data for improved, personalized clinician learning

4. Emphasis on adaptive, cross-disciplinary, customizable learning frameworks

There is no question the healthcare landscape is rapidly evolving. That calls for us, as a CPD community, to establish a robust plan to determine our priorities, leveraging our role as educators and key change agents to roll out effective strategies in healthcare education. The faculty for the session at the Alliance meeting described several examples of how improvements in educational design, advancement of a patient-centered focus and increased use of real-world data can serve to unleash the power of education in these turbulent times.

During small-group guided conversations, various concepts tied to each shift were further examined, and priorities were outlined. To spur discussion, worksheets were provided to help participants imagine what actions should be prioritized to respond to clinicians’ needs and how one might begin to craft a sustainable plan for change. It was noted that these documents could be beneficial for participants to utilize back in their home office as work groups revisit their strategic plans.

When asked which of the four areas held the greatest promise to positively impact or improve continuing education, participants saw the value in each area; however, they were especially drawn to the importance of Area No. 3 (use of technology and real-world data) and Area No. 1 (educational technology and AI). Matters related to educational technology and data were considered supreme, given they are fundamental to CPD’s ability to keep pace with the updates  in the field of healthcare and the call for improved decision-making.

To remain relevant in the rapidly evolving landscape of healthcare, with its increasing use of technology and patient self-monitoring, CPD professionals must adapt and focus on several key considerations.

Note: Feedback received from participants at the session was consistent with the commentary gathered from the Almanac article. In addition, experts in the field underscored how the necessary shifts were aligned with the Alliance’s Educate the Educator curriculum domains.

What Considerations Go Into Developing Your Updated CPD Strategy?

Further exploration of the call for change and analysis of the “Necessary Disruption 2.0” article (aided by participant feedback and the use of NotebookLM, an AI tool) resulted in the following change strategy highlights whereby CPD simply must:

1. Embrace and Integrate Technology

• Digital Tools and Artificial Intelligence (AI): Understand how they can enhance learning. We must accept that AI can assist clinicians in improving their efficiency and accuracy. This requires we actively explore the corresponding use of AI in medical education and integrate it into our daily practice.
• Virtual Learning Environments (VLEs): CPD should use technology platforms that serve as VLEs to deliver CPD, create online content, and utilize different tools for interactive media.
• Mobile Learning: Understand its interface with online platforms.
• Data and Analytics: CPD professionals need to understand how to leverage big data, health information technology and digital health tools to enhance learning and performance. This includes the ability to analyze data from various sources to inform the design and development of CPD activities.

2. Address the Evolving Role of Clinicians

• New Decision-making Approaches: CPD must recognize that clinicians are navigating more intricate care decisions, integrating emerging technologies and providing personalized, patient-centered car
• Emphasis on Critical Reasoning: Focus should shift to "how to think and not necessarily what to think", emphasizing critical reasoning, behavioral change and knowledge networks.
• Communication and Patient Engagement: As patients use more technology and personal health devices, CPD should equip clinicians with the communication skills to interpret and discuss this data with patients and improve patient adherence to care plans.
• Interdisciplinary Collaboration: CPD should support interdisciplinary collaboration among healthcare professionals and informaticians to harness the potential of AI.

3. Prioritize and Promote Personalized and Adaptive Learning

• Individualized Learning Pathways: CPD should move away from a one-size-fits-all approach and create personalized learning pathways that are tailored to individual needs and career stages.
• Real-world Application: CPD activities need to incorporate real-world data, case studies, and experiential learning to connect educational content with clinical practice.
• Reflective and Longitudinal Learning
• Just-in-time Learning/On-demand Approach to Educational Content: Materials and reinforcement tools.

4. Focus on Outcomes and Quality Improvement

• Measurement and Evaluation: CPD professionals must use data to evaluate the effectiveness of activities and programs and be able to measure the impact on performance and patient outcomes.
• Align Quality Initiatives With Organizational Priorities
• Performance Data: There should be an increased focus on how to think and not necessarily what to think, with more frequent performance feedback to develop decision-making skills.
• Address Cognitive Aspects: CPD should incorporate an understanding of cognitive aspects to raise awareness of thinking mechanisms and deliver training to avoid cognitive errors.

5. Foster Collaboration and Communication

CPD professionals need to collaborate with various stakeholders (to include internal teams, external partners and industry), to maximize the impact of activities. It is essential to sharpen learners’ communication skills and create a collaborative learning environment that supports continuous improvement and innovation.

• Learning Culture 
• Stakeholder Collaboration
• Team-based Learning
• Communication Skills

How Does CPD Remain Relevant?

In order for CPD to adapt to the changing healthcare landscape, CPD professionals must integrate the following considerations into their unit or organization’s strategic and operational plans:

1. Stay apprised of evolving and emerging trends and their impact on CPD. This must include changes in regulations and certification requirements for clinicians.
2. Address ethical considerations, especially as AI and technology become more integrated in healthcare.
3. Model and promote continuous learning.
4. Embrace the need for change. We must be prepared to routinely adapt to the rapidly changing environment and view it as a necessary disruption.

To successfully implement a plan based on the shifts outlined in the "Necessary Disruption 2.0" article, a framework using McKinsey's 7-S model is being proposed.

As we know, successful change initiatives call for a robust structure, a well-defined strategy, a supportive system, shared values, essential skills, an adaptive style and a capable staff. Systematically addressing each of these essential elements will help ensure your plan is designed to overcome resistance, foster a culture of innovation and continuous improvement, and result in better learning outcomes and patient care.

For the purpose of our healthcare education discussion, the 7-S model can be translated in the following manner:

1. Structure (with respect to the following):

1. Clear goals and objectives

2. Curriculum design

3. Domains and competencies

4. Learning pathways

5. Measurement and evaluation framework

2. Strategy

• Embrace Change: To embrace the evolving medical landscape and the rapid expansion of digital tools, it is essential to adopt a mindset of curiosity and a willingness to adapt to changes in healthcare
• Focus on Critical Reasoning: The strategy should focus on “how to think and not necessarily what to think,” emphasizing critical reasoning, behavioral change, and knowledge networks.
• Leverage Technology: It is essential to effectively use technology to implement CPD activities, including virtual learning environments (VLEs), mobile learning and interactive platforms. AI should be utilized to improve efficiency and accuracy.
• Personalized Learning: The strategy should involve creating personalized learning pathways tailored to individual needs, rather than a one-size-fits-all approach.
• Data-driven Decisions: Use data to assess performance, identify gaps, and make improvements. Implement data-driven approaches to evaluate learning outcomes, aligning with existing data capture systems.
• Collaboration and Partnerships: Collaborations with internal and external stakeholders and partners are essential to maximize the impact of CEhp activities.
• Real-world Application: The strategy needs to incorporate real-world data, case studies and experiential learning to connect educational content with clinical practice.

3. System

• Technology Infrastructure: The system should include necessary technology platforms and tools to support online learning, data collection and communication. This includes virtual learning environments (VLEs), content management systems (CMS) and digital asset management tools.
• Data Management: The system should include processes for collecting, analyzing and reporting data on educational outcomes and performance. This data should be used to inform decisions and improve programs.
• Project Management: The system should include project management tools and processes to ensure the effective delivery of CPD activities to include budget management, task tracking, and coordination with various stakeholders.
• Accreditation Compliance: The system must ensure compliance with applicable accreditation and regulatory policies and requirements (to include proper documentation and reporting processes).
• Support for Learners
• Continuous Improvement

4. Shared Values

• Professionalism and Ethics: Ethical guidelines and policies should be in place and communicated to all staff and volunteers.
• Learner-centered Approach: The focus should be on designing programs that meet the needs of adult learners, incorporating their diverse goals and experiences.
• Quality and Impact: The value of CPD should be recognized in healthcare, focusing on enhancing the quality of care and improving patient outcomes.
• Collaboration and Teamwork: The value of teamwork and collaboration should be recognized across the healthcare team and with all stakeholders.
• Innovation and Adaptability: A culture of innovation and adaptability should be fostered to respond to the changing healthcare landscape.

5. Skills

• Educational Design: Staff should possess skills in designing, developing and implementing educational programs to include applying adult learning principles and instructional design theories.
• Technology Proficiency: Staff should be proficient in using technology to deliver and manage CPD activities to include using VLEs, content authoring tools and project management software.
• Data Analysis and Interpretation: Staff should be able to analyze data and draw inferences from CPD outcomes to include using data to evaluate the effectiveness of activities and programs.
• Project Management: Staff should have project management skills to oversee the planning, execution and evaluation of CPD activities to include budgeting, task management and risk assessment.
• Communication: Staff should have strong communication skills to articulate the value of activities, engage stakeholders and provide feedback.
• Leadership: The staff need to provide leadership to the CEhp program, modeling ethical behavior and inspiring a vision of present value and future direction.
• Collaboration: Staff should be able to collaborate effectively with team members, stakeholders and external partners.
• Quality Improvement: Staff should understand quality improvement methodologies and how they integrate with CPD activities.

6. Style

• Adaptive Leadership: An adaptive leadership style is essential to navigate the changing healthcare environment, with a focus on empowering staff and promoting a learning culture.
• Continuous Learning: A style that promotes continuous learning and self-assessment, with opportunities for reflection, feedback and professional development.
• Collaborative Approach: A collaborative style that involves stakeholders in the planning and implementation process to include building and managing effective teams.
• Transparent Communication: Openly communicate goals, outcomes and vision with the team and other stakeholders.
• Feedback and Reflection: Promote self-assessment, reflection and debriefing activities in the context of continuous learning and improvement.

7. Staff

• Empowerment: Staff should be empowered to innovate and take ownership of their roles.
• Multidisciplinary Team: The team should include individuals with expertise in adult learning, educational technology, data analysis, project management and healthcare.
• Professional Development: Opportunities should be available for staff to keep up with changes in the market and learning needs.

Closing Comments

There is no question CPD requires a significant overhaul to remain relevant and effective in supporting healthcare professionals in the modern era of technological advancements and patient-driven care. In a December 2023 newsletter, the American Medical Association (AMA) noted: “The current process of medical education across a clinician’s career is described as inefficient, inequitable and inflexible.” How is that anything other than a dramatic call to action?

By adopting a systematic approach to the prioritization and planning process, organizations can create a robust and effective system for implementing "Necessary Disruption 2.0" strategies. The key will be to establish a plan and systematically build the supporting framework necessary to successfully introduce and implement sustainable changes in healthcare education. At stake is CPD’s ability to position itself as a valuable partner amidst incredible pressures resulting from the shifts occurring in the healthcare landscape.Top of Form

Let’s remind ourselves of the wise words of Charles Darwin: “It is not the strongest of the species nor the most intelligent that survives. It is the one that is the most adaptable to change.”

By ensuring CPD initiatives are relevant, impactful and aligned with the evolving needs of healthcare professionals, we can ensure CPD initiatives will lead to improved decision-making, enhanced clinical practice and, ultimately, better quality patient care.

Healthcare is calling for a necessary disruption, and it will take a village for CPD to find ways to effectively answer that call. In essence, it should be viewed as a matter of life and death. Needless to say, there is no time to waste!