First, the change program must be people-centred. Managers cannot achieve business change goals without altering the way people work and behave. Second, a successful change management program is systemic. Every company is a system; managers must understand systems enablers and barriers to implement change. Third, changes use formal and informal levers. Giving employees the opportunity to shape change through informal, peer-to-peer networks adds value to a balanced and integrated change effort. At the same time, there is a need to drive change through formal organizational enablers such as recruitment, reward and performance management