This chapter examines change management in the context of integrating person-reported outcome measures (PROMs) and experience measures (PREMs) into healthcare. PROMs and PREMs depend on survey participation, but various barriers—digital exclusion, low innovation readiness, and organizational resistance—can hinder data collection. The chapter explores the innovativeness spectrum, from innovators to laggards, and discusses behavioural change through Michie’s COM-B model, emphasizing the role of capability, opportunity, and motivation in driving survey completion. Effective change management requires aligning efforts with SMART criteria (Specific, Measurable, Assignable, Realistic, Time-bound) and using iterative improvement processes, such as the PDSA (Plan-Do-Study-Act) cycle. Success relies on fostering cultural and organizational receptiveness, adaptive design, and stakeholder involvement. Healthcare systems can improve response rates and embed PROMs and PREMs into routine care by addressing social, technical, and organizational factors, to ensure the sustainability of quality improvement efforts. These measures enhance patient-centred care and clinical outcomes while driving long-term improvements.