 This study examined the reconfiguration of specialist OG cancer surgery services in Greater Manchester, England. The authors found that the success of the reconfiguration was due to the recognition of and response to history, including previous failed attempts at reconfiguring services. The authors also noted that the reconfiguration process involved addressing competitive tensions between providers, engaging with stakeholders, and being resilient to This article was authored by Catherine Perry, Ruth J. Bowden, Georgia B. Black, and others