 We knew from the start that this was not going to be just a software project, but a major culture change. To consolidate to a single electronic medical record across six medical centers and more than 80 doctor's offices, including some that were still using paper systems, meant reexamining all our workflows and the fundamental concept of how providers share patients and records. Yet we had a burning platform for change. The interfaces alone were killing us, not to mention the time clinicians spent looking up information in multiple systems. Key elements of success were a leadership team that embraced change management principles, introducing fun into an otherwise stressful transition, and new tactics that engaged and involved people rather than just telling them stuff. Luckily, our leaders were already studying change management, so they understood the importance of things like storytelling and emotional engagement. The sheer size and emotional nature of this project was comparable to a space mission, so we adopted that metaphor and really had some fun with it. For example, the CEO entered the kickoff meeting wearing a spacesuit to the epic guitar riffs of the final countdown. We used cartoon videos and journey maps. We had team selfies with space-themed props, and the very popular mission control t-shirts signified that we were all responsible for project success. Before long, folks were getting pretty creative with the space theme and making it their own, which built grassroots support. Communicating with physicians was our biggest challenge. A doctor's time is so valuable that they have become expert at filtering out messages. We found that only 20% were opening their emails or attending required meetings, and they were understandably skeptical since early EMRs did not deliver the promised benefits and added a tremendous clerical burden. However, that also meant they were ripe for change and willing to embrace the new software if we could demonstrate its benefits. We tapped physicians who were already champions of the new system to connect with their peers, tout the benefits, and deliver a very direct message. We have a limited opportunity to help design this new EMR, or we can live with what others build for us. This intervention increased participation to 80%. Another challenge was that our communication channels were mostly top-down one way, and here we really needed to engage people. So we supplied kits with everything managers needed to lead their work groups through interactive discussions, including a step-by-step facilitator's guide, an inspiring video, and a journey map that visualized the changes ahead. And we used role-playing to practice communicating the benefits to patients instead of blaming the computer. We met or exceeded our clinical and financial benchmarks, and the feedback was overwhelmingly positive. The communication has been exceptional. You really know how to work a culture and get a team going. I used to take home a stack of charts at night, but now I'm done at the end of the day.