Although corporate jargons like employee education, empowerment and communication are frequently used by the top management, it rarely translates into an inherent part of change management. Using organizational-level data from single site case study, an attempt has been made to impress upon the fact that these popular jargons when applied in true sense can become potent tools in managing people side of change successfully. On the basis of collection of responses from 516 respondents through a well-structured questionnaire, both executives and non-executives, a model for successfully managing change has been proposed and validated through structured equation modelling to indicate that people’s skill and competencies developed consistently through education to meet the emerging technological changes and challenges; their alignment, involvement and empowerment in respective areas of work and persistent communication significantly affect the outcome of change initiatives.
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