Competition, labour mobility and legislative changes are important drivers for transformational change in both businesses and public sector organisations. In major transformations, managers traditionally will focus their attention on devising the best strategic and tactical plans. However, success demands that managers must also have an intimate understanding of the human side of change management, i.e. the alignment of the company’s culture, values, people and behaviours. Plans themselves do not capture value. Value is realised only through the sustained, collective actions of the many employees who are responsible for designing, executing, and living with the changed environment.