Introduction If you ask the question `Which organisations are changing?', the most probable answer is ­ every organisation. I doubt that there is any significant enterprise that has never changed and which will not change again in the future. Yet organi- sations do not have a shared experience of, attitude or approach to change. There are huge varieties of changes, approaches to change and outcomes from change. Some organisations manage change smoothly whilst others strug- gle. There are businesses that use the phrase change management all the time and apply a defined approach. Others manage change more informally, and the words change management are rarely if ever used. Some companies regard change as part of their everyday management. In others it is an infrequent proc- ess. Most organisations sit somewhere between these two extremes. This chapter starts with four case studies of real organisations who have suc- cessfully overcome the challenge of change management in very different ways. These are not descriptions of specific change initiatives, but accounts of the general approach to managing change each organisation has taken. They have been included because each has a different approach to change. The case stud- ies offer lessons to other organisations, and together they show how varied the approach to change can be. They give perspective and context to the rest of the book and you will find themes from them in later chapters. The remaining section of this chapter describes both change success and failure in general terms. Answering the questions what is success? and what is failure? with regards to change is helpful, but more difficult than may be expected. Four change case studies Case study 1: Kazakhmys Kazakhmys PLC is an international natural resources company, listed in the UK, with its principal operations in Kazakhstan and the surrounding region. The core business is the production and sale of copper. Kazakhmys is fully integrated from mining ore through to the production of finished metal. The copper division also produces significant volumes of other metals as by-products, including zinc, silver and gold. Kazakhmys can trace its history back to the 1930s with an initial copper mining and smelting complex. Since then the company has gone through many modifications, including changes brought about by the disintegration of the Soviet Union and the company's gradual privatisation by the government of Kazakhstan between 1992 and 2002. Throughout these changes Kazakhmys has expanded in terms of the number of mines and the volumes of copper produced. Recently it has set up separate gold, power and petroleum divisions. 40 CHANGE MANAGEMENT