The article addresses the problem of managing organizational change in healthcare organizations in the context of implementing managerial and educational innovations, using the case of a Basic Life Support (BLS) educational program implemented within a large multidisciplinary medical organization. The relevance of the study is driven by the high mortality rate from cardiovascular diseases, the low level of first-aid preparedness among the population, and the need to institutionalize educational initiatives as a tool of strategic healthcare transformation. The purpose of the study is to develop methodological and practical foundations for change management in the implementation of managerial and educational innovations in medical organizations, using the implementation and scaling of the BLS program as a case example. The research methodology is based on a mixed-methods approach, combining analysis of classical change management models (K. Lewin, J. Kotter, ADKAR, McKinsey 7S), a review of the organization's strategic documentation, and an empirical survey of 1,235 respondents from five regions of the country together with a survey of 84 staff members of the organization. The study found that 31.2% of respondents lack basic knowledge of BLS, while only 9.8% have completed training; at the same time, interest in training exceeds 70%, with the highest interest shown by medical workers, teachers, and transport-sector employees. Based on a SWOT analysis and an assessment of organizational readiness, a model for scaling the program through a partnership business network involving state, educational, and corporate structures is proposed, and the project's break-even point is calculated at 2,320 trained participants. The study's results can be used by healthcare and educational organizations when designing change management programs in the field of public health, as well as when implementing other managerial and technological innovations.