First, the change program must be people-focused. Managers cannot achieve company change goals without changing the way people work and behave. Second, a successful change management program is systemic. Every business is a system; Managers must understand the systems enablers and barriers to effect change. Third, changes use formal and informal levers. Empowering employees to shape change through informal and peer networks adds value to the balanced and integrated change effort. At the same time, it is necessary to drive change through formal organizational tools such as recruitment, rewards and performance management.