The decision to adopt a new innovation often hinges on more than just data and recommendations—it requires experiencing the innovation firsthand. Seeing a new approach in action, participating in it, and engaging with those who implement it can be the key to understanding its true value. Project ECHO, a widely adopted telementoring model in healthcare, exemplifies how immersive experiences drive adoption, effective implementation, and long-term sustainability.

While the adoption of an innovation may begin with serendipitous awareness and organizational enthusiasm, long-term sustainability depends on strategic planning and resource alignment. For initiatives like Project ECHO, which require ongoing participation, coordination, and funding, sustainability is not guaranteed by initial excitement alone. Instead, it hinges on leadership commitment, financial models, and staffing structures that support its continued operation.

Innovations often arrive in organizations through unexpected moments of discovery. An organization may adopt a groundbreaking initiatives not because the organization actively looked for it, but because someone learned of something new and compelling. This serendipitous awareness generates curiosity and a perceived need that wasn’t explicitly identified beforehand. As diffusion of innovations theory suggests, sometimes needs emerge after awareness, not before.

Reinvention and Adaptation are two key strategies for evolving programs during scaling and implementation. Reinvention focuses on modifying programs before scaling to ensure they fit new contexts or broader applications. In contrast, adaptation occurs during the implementation phase to facilitate the process.