On February 26, 2026, Sejong Chungnam National University Hospital took a bold step toward transforming patient care by launching its much-anticipated '2026 Patient Experience Leader' program. The hospital, located in Sejong, South Korea, hosted an inauguration ceremony that marked the official start of this initiative, with twenty staff members from various departments selected as the first cohort of patient experience leaders. The move signals a growing recognition within the healthcare sector that patient satisfaction hinges on more than just clinical outcomes—it’s about the entirety of the patient journey, from the moment a reservation is made to the day of discharge and beyond.
According to Hinews, the twenty leaders were carefully chosen from a diverse array of hospital roles, including wards, outpatient clinics, facilities management, environmental services, and the pharmacy. This multidisciplinary approach underscores the hospital’s commitment to creating a truly patient-centered organizational culture. These leaders are expected to be at the forefront of identifying and addressing discomfort factors—those little (or not so little) pain points that can sour a patient’s experience, even if the medical care itself is top-notch.
But what exactly does a patient experience leader do? Their mission, as outlined by the hospital and reported by multiple sources, is to scrutinize every step of the patient journey. This includes processes as varied as hospital search, reservation, arrival, reception, waiting, consultation, examination, hospitalization, surgery, medical rounds, payment, and discharge. By mapping out these steps—often referred to as the Patient Journey Map—leaders can spot areas where patients might encounter unnecessary stress, confusion, or discomfort. Once these pain points are identified, the leaders are charged with developing practical improvement plans and ensuring these are applied on site.
One unique aspect of the program is its reliance on the Voice of Customer (VOC) system. This platform allows patients and their families to submit feedback and suggestions about their experiences at the hospital. Patient experience leaders review these submissions, select issues that require attention, and then take the extra step of personally experiencing the patient flow themselves. This hands-on approach helps them identify physical environment and communication discomforts that might otherwise go unnoticed by those not directly involved in patient care. As reported by SJSori and Viva100, this practical, on-the-ground model is designed to foster real, tangible improvements—not just theoretical ones.
Hospital director Park Jae-hyung has been vocal about the importance of this initiative. As quoted by Hinews, Park stated, "On-site improvements will enhance the quality of medical services as perceived by patients and raise the overall service level through staff awareness." He went on to emphasize that the program is not just about fixing problems as they arise, but about instilling a broader sense of responsibility and empathy throughout the hospital workforce. "Especially through strengthening hospital staff awareness of the importance of patient experience, the level of patient-centered medical service at Sejong Chungnam National University Hospital can be further elevated," Park told SJSori and Viva100.
Indeed, the program’s scope extends beyond simply addressing immediate complaints. Patient experience, as defined by the hospital, encompasses all interactions and perceptions patients have while receiving medical services. This includes not only the actual treatment but also the environment, communication with staff, and even the ease of navigating the hospital’s physical space. The goal is to manage and continually improve the patient’s ongoing satisfaction, long after the initial medical issue has been resolved.
To achieve this, patient experience leaders are encouraged to share their findings and positive feedback with their respective departmental teams. By doing so, they aim to strengthen the awareness of a patient-centered medical culture among all hospital staff. This collaborative approach is expected to foster an environment where every employee, regardless of their role, understands the critical importance of patient experience and feels empowered to contribute to its improvement.
The Patient Journey Map, a central tool in this initiative, is more than just a flowchart. It’s a dynamic framework that tracks every touchpoint a patient encounters, from the first online search for a hospital to follow-up care after discharge. By using this map, leaders can systematically identify and address pain points—whether it’s a confusing sign in the lobby, a delay in pharmacy processing, or a breakdown in communication between departments. The process is iterative, with leaders continually seeking feedback, testing solutions, and refining their approaches based on real-world results.
What sets Sejong Chungnam National University Hospital apart is its willingness to invest in both people and processes. Rather than relying solely on top-down directives, the hospital empowers its staff to take ownership of the patient experience. Leaders are not only tasked with implementing improvements but also with sharing the importance of their work across departments, ensuring that the message resonates throughout the organization. As Park Jae-hyung put it, "We expect that through on-site improvements of various discomfort factors, the quality of medical services as felt by patients will be enhanced, and the hospital’s patient-centered service level will rise."
Of course, transforming an entire hospital’s culture is no small feat. It requires sustained effort, clear communication, and a willingness to listen—not just to patients, but to frontline staff who often have the best insights into what works and what doesn’t. By making patient experience a shared responsibility, Sejong Chungnam National University Hospital is betting that small, incremental changes can add up to a big difference in how patients perceive their care.
The timing of this initiative is also notable. As healthcare systems worldwide grapple with increasing patient expectations and the need for more personalized care, programs like this one could serve as a model for other institutions looking to put patients at the heart of their operations. The hospital’s leadership, through the words and actions of Park Jae-hyung and the newly appointed patient experience leaders, is making a clear statement: quality healthcare is about more than just medicine—it’s about the entire experience.
As the '2026 Patient Experience Leader' program gets underway, all eyes will be on Sejong Chungnam National University Hospital to see how these efforts translate into real improvements for patients. If successful, the initiative could offer valuable lessons for hospitals everywhere, proving that a little empathy and a lot of teamwork can go a long way in making healthcare better for everyone.