Background: In May 2025 the Hospital Dornach, as part of the hospital group "Solothurner Spitäler AG", appointed a new Nursing Officer (NO). The NO met with opposition in her new position - on the one hand there was a family environment, high patient satisfaction, short official channels; on the other hand silo working, less team spirit and moderate staff satisfaction. She reviewed her impressions and shared her vision of person-centered workplace culture (PCWC) - pertaining to the hospital group's goal of person-centered practice - with her colleagues in the hospital management. In the following, the NO describes the pathway to PCWC within her hospital. Methods: The NO did work-shadowings to observe interactions and to better understand processes and structures. This was followed by dipping into the past and by getting in dialogue, interviewing staff and leaders. This in turn helped to identify pain points in daily practice. Reflections on her insights were discussed with the hospital management. Followingly, several workshops were held to reflect and acknowledge their history, to clarify values and beliefs and to get a vision about person-centeredness within the hospital. Results: The NO engaged with staff by actively using the methodology of practice development. New approaches of the NO were supported by the hospital management e.g. adapting transferal management. The process of defining common values and beliefs was seen as a kickoff for collective leadership and teamwork. By involving staff in addressing pain points, satisfaction increased, and first successes could be celebrated together (e.g. new huddle-board). Conclusion: Based on the experiences to date, a cultural transformation starts by holding a mirror up and by fostering critical self-reflection. A collective first success story is leading the way to retain and win more staff for changes and transformation. Moreover, cultural transformation can be facilitated and realized with advanced facilitators in management positions.