Change is a necessary component in an organization in order to respond to inefficiencies, conflicts and environmental developments. As the necessity for change looms larger than ever, a more positive attitude toward it is essential. Managers need to plan and control change to give direction and consistency to it. As change agents, their aim is to raise the level of performance of people and groups. Managers must be open to continuous change if they are to be able to cause the change in others. According to Martires Fule (2000, 357) change, no matter how elegant it appears to be on paper, becomes effective only when it results in people and group actually improving their collective performance.In this regard, the objective of the essay is to address and discuss the response to the question: when undertaking a planned change, it is the process of change rather than the outcome that requires managing. In developing the response to the issue, theories of change and theories of management, as well as examples of planned change in an organization would be used. For this purpose, the experience of Océ, a multinational organization primarily engaged in providing document management, output and printing solutions would be examined in the light of contemporary perspectives in management and change.As part of this Dutch organization that has over a 100-year history, one is faced with an uphill task of managing a change in organizational culture. With a team of people from various departments, the organization provided opportunities for lean training. and a group has been assigned to pilot this task.The change process necessitates cascading and spreading the training to the rest of the organization. However, one is faced with the adverse effects of resistance to change due to a variety of factors, of which merger, is one.