From its humble beginnings as a paupers' hospital with a mission to care for the sick and poor, Tan Tock Seng Hospital (TTSH) has come a long way to become one of the largest and most important multi-disciplinary teaching hospitals in Singapore. Throughout its storied history spanning almost two centuries, it has stayed steadfast in its mission to serve the community, with a strongly ingrained "kampung" spirit in its staff. The past two years have not been easy for TTSH and the National Centre for Infection Diseases (NCID) which is under its administration. In January 2020, the hospital had been at the vanguard of Singapore's fight against COVID-19. The extra workload, coupled with stress caused by the crisis, meant that ensuring Collective Leadership and the well-being of TTSH's staff to stay the fight was essential. Surviving and thriving in a D-VUCA (Disruptive, Volatile, Uncertain, Complex, and Ambiguous) world sometimes requires a leap of faith. Would collective leadership suffice to bring TTSH from good to great?

This research case study illustrates the change process adopted by r. Eugene Fidelis Soh and team from an Tock Seng Hospital (TTSH) led the change in hospital management and practices. From the emergence of COVID-19 to the outbreak of the Delta variant, and to the sudden surge of cases in September 2021. TTSH has had to strike a difficult balance between battling against the unyielding and evolving coronavirus (on top of its high - and growing - caseload of patients in a large and ageing district) and preparing TTSH for massive organisational transformation as part of Singapore's National Healthcare Transformation as well as its own Vision for 2040. Anchoring on three key queastions for this transformation were asked: Why did TTSH need to undertake this transformation? What was the purpose, cause or belief underlying this movement? How might the hospital align its existing shared visions to its Vision for 2040? What would TTSH look like in 2040?