Continual innovation to address emerging population needs necessitates health service ongoing redesign and transformation worldwide. Recent examples include service transformations in response to covid-19. Ensuring effective change management processes occur is central to delivering these transformative changes yet notoriously challenging. Recent evidence indicates that affective commitment to change amongst healthcare staff may be an important contributor to gaining support for change implementation but understudied in healthcare. Our analysis sought to examine the association between affective commitment to change and change readiness in projects across the New South Wales health system in Australia. Our findings indicate that affective commitment to change; healthcare worker’s emotional and personal perception of the value of the proposed change, is independently associated with individual and collective change readiness. Given that achieving change readiness is a central goal of change management strategies, this pilot work provides valuable insight to inform change management practices in healthcare contexts.