The hospital world is constantly developing and is becoming increasingly complex, reducing the possibility for its actors to have fixed points of reference. Changes affect the organization, the rhythms, and the division of labor in the field of health. The idea of a medical nursing project would thus offer nurses an opportunity to acquire a more global outlook, a key factor for integration and management of diversity. The notion of collective performance and of ensuring consistency of skills and services offered to patients would then be come together. This hub-style organization offers a solution to the desire to replace the current highly fragmented way that the hospital functions with a more integrated approach, inviting professionals to cooperate. Process-based management, which would involve combining hub-style structuring with the crosscutting processes of patient care, allows for a focus on “inter phases”. Furthermore, this multiple organization of exchanges and intelligence, by giving power to those working on the ground, can allow the director of care to be more proactive. Working as a network rather than in a pyramidal way can be highly beneficial. The quality of the cooperation between the actors is fundamental for moving from a logic of territory to a project-based logic.