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Explains the journey that one particular hospital took to embrace change management through leadership and quality improvement programmes that were put into practice simultaneously. Details of the achievements of that hospital and the learning that emerged are given along with a brief insight into the achievements and experiences of other hospitals in Norway that were embarking upon the same programme. In essence attempts to answer two main questions: “Is this concept useful for top management groups in their efforts to improve care for patients?” and “Is this approach useful to improve the way top management groups work?”