The difficulties that have persisted for several years in hospitals, require actors to innovate in their organizational and managerial practices. Management innova-tions, however, can be hampered by the complexity of health organizations and the plurality of stakeholders involved in them. If the proximity manager is recognized in literature as a key player in their success, the aim of this article is to clarify how this professional influences the mechanism of dissemination of knowledge. Based on a six-month immersion intervention research in a Luxembourg hospital, we support the deployment of a managerial innovation: Lean Healthcare. Our inves-tigations reveal the impact of the manager on the transfer of knowledge during the successive stages of managerial innovation, and the skills required such as leadership and the ability to communicate.