Presenters: Maria Björk and Juan Bornman Introduction: Previous research has demonstrated a positive association between person-centered care (PCC) and improved patient outcomes. Hospitals that emphasize high-quality care tend to achieve better results compared to those that do not. However, implementing PCC within hospital settings requires substantial commitment from both leadership and healthcare professionals. Consequently, it is essential to investigate how hospital management strategically plans to establish and maintain an environment that is preferred by both patients and staff. Aim: The aim of this study was to explore and describe the perceptions of hospital management staff regarding their efforts to align with their mission statement in becoming and being a hospital of choice for patients and staff. Methods: Data were collected using the nominal group technique (NGT). Five consenting members of the hospital’s management team participated in a structured group session. The NGT datacollection process followed five recommended steps: 1) presentation of the opening statement; 2) silent generation and recording of ideas; 3) sharing of ideas in a round-robin style; 4) group discussion; and 5) ranking and voting of ideas. Results: During data collection, six themes were identified: hospital infrastructure, hospital environment, quality of service delivery, care outcomes, communication, and professional identity. Each theme was associated with two to six strategic actions, which were prioritized by the participants. Conclusion: Hospital managers play a pivotal role in fostering a PCC culture through visible and values-driven leadership. Their ability to communicate a clear vision, build trust, and prioritize quality outcomes is essential to deliver a holistic, patient-centered care beyond physical needs. Moreover, cultivating an environment that supports staff collaboration and professional development is critical for sustaining such care practices.