This essay delves into the implementation and sustainability of transformational change within healthcare, specifically focusing on clinical process redesign. It examines the principles and strategies employed in redesigning clinical processes to improve the delivery of healthcare services, drawing on examples from the National Health Service in the UK and the Institute of Healthcare Improvement in the US. The essay highlights the importance of elements such as leadership, data access, and team-based problem-solving in driving successful change. It critiques the provided arguments, pointing out the lack of supporting evidence, such as primary data and quantitative analysis, which makes it challenging to fully assess the impact of clinical redesign. Despite these limitations, the essay acknowledges the potential of process redesigning as a tool for enhancing service quality, patient safety, and operational efficiency, emphasizing the significance of patient-centric approaches and continuous improvement. The essay also discusses key aspects of sustaining these changes, including the role of management in setting standards and motivating staff, and the importance of flexibility and persistence in the redesign process. Ultimately, it concludes that clinical process redesign is a crucial pathway for enhancing healthcare delivery, with a focus on the patient journey and the involvement of staff and patients in identifying and resolving issues.