Process change, in various incarnations, has been a central topic in the IS field for several decades. This paper presents an overview of Norwegian model-supported process-change practice, based on in-depth interviews of 33 informants, each describing a different process-change effort in one of 30 Norwegian enterprises. The overview focusses on use of process models, present versus future focus, ICT as enabler of change, participation, resistance to change and process ownership. Norwegian practice is then compared with the predominantly North-American process-change literature from a national-culture perspective. In particular, we find that stakeholder participation is high in Norwegian process-change projects and that resistance tends to be low, a finding consistent with theory on national-culture differences. The paper presents the first results from a larger project that aims to contribute towards a theory of model-based process change.