Examining the influence of organizational factors on Saudi’s healthcare reforms: Challenges and opportunities

Abstract

This study investigates the organisational factors influencing the implementation of healthcare reform in Saudi Arabia, with a particular emphasis on the barriers and enablers affecting institutional transformation. Anchored in the context of Saudi Vision 2030 and the National Transformation Program (NTP), the research responds to a critical gap in the literature by exploring how internal organisational dynamics shape the success or failure of ongoing healthcare reforms. A qualitative research design was adopted, involving semi-structured interviews with 13 senior healthcare leaders and decision-makers serving a variety of administrative and operational roles in the Saudi public healthcare sector. Data were collected from multiple regions across the Kingdom to ensure a diverse set of perspectives. Thematic analysis was used to identify core themes that reflect systemic challenges and institutional priorities related to reform implementation. The findings reveal seven interrelated themes: (1) strategic vision and governance, (2) administrative and organisational challenges, (3) digital transformation and technology integration, (4) collaborative healthcare models and public-private partnerships, (5) workforce challenges and sustainability, (6) financial aspects and resource management, and (7) managing transformation and future directions. These themes expose a system under pressure to decentralise, digitise, and optimise its services amid workforce shortages, misaligned administrative processes, and uneven infrastructure. Key recommendations arising from the study include the need for stronger leadership development, investment in digital health equity, improved administrative streamlining, and more strategic workforce planning. The research further underscores the necessity of shifting from reactive models to preventive, community-engaged care and promoting sustainable reform through coordinated intersectoral action. This study improves our theoretical understanding of organisational transformation in healthcare and provides practical insights for policymakers, institutional leaders, and reform stakeholders seeking to align systemic improvements with Vision 2030 goals. The findings also offer a platform for future research on reform scalability and sustainability in similar healthcare contexts.