This contribution presents the implementation of person-centred practice at a long-term care facility in Switzerland. Guided by the Person-centred Practice Framework (McCormack & McCance) the project aims to foster a culture of personhood, relational care and staff empowerment. The cultural and attitudinal change is supported byreflective practice, leadership engagement, and ongoing dialogue across all staff levels. Organizational conditions are adapted to support the person-centred agenda. The implementation strategy is built on different pillars: fostering the nursing prerequisites regarding person-centred attitude, improving the care environment and reflecting the person-centred processes. Therefore we use different methods: in-house training, interactive workshops regarding attitude and understanding of care, reframing the role of the team coaches, systematically reflecting leadership and empowerment processes, systematic participation of the nursing teams in change projects, case reviews and practice mentoring by advanced practice nurses. Particularly two main change processes accompany implementation: (1) strengthening of the nursing process due to the introduction of an adapted primary nursing model with focus on the involvement of the residents and their families in the individual care plans and (2) the change of the shift schedules (duration of the shifts, constellation of the shifts and planning strategies). We aim on the following outcomes which we monitor regularly: employee satisfaction, satisfaction of the residents and their families, restraint use, use of antipsychotic drugs, staff turnover, number and quality of individual care plans, absenteeism and hospitalization rate. In the presentation we report on our experiences in the continuous change process. We present obstacles and the strategies which worked for us to overcome them as well as success factors for the specific field of nursing homes.