Objective: This study is based on the idea that if there are many opportunities for change in the hospital, this one remains impotent for catalyzing and managing the organizational change, especially for the design of projects change. The objective is to develop a heuristic organizational change in the case of pharmaceutical platform design, and decline it to an operating model for the hospital manager. Methods: An intervention-research perspective is used in a hospital in the outskirts of Paris for nearly 5 years, which allowed us to immerse in the field for more than 100 days, and to participate in this project since its initiation until the opening of the new pharmaceutical platform. Results: From a methodological point of view, our study's results allow to identify the major chokepoints of a heuristic for piloting the organizational change projects in hospitals. The proposed approach takes into account the hospital professional bureaucracy specificities, and allows us to highlight the caution need for a researcher who wishes to import industrial management tools in the hospital. Conclusion: Our proposed approach provided an interesting conceptual framework for change management, and reconfiguration of hospital processes.