Organization change is any substantive modification to some part of the organization. Change may be prompted by forces internal or external to the organization. In general, planned change is preferable to reactive change.

Managing the change process is very important. The Lewin model provides a general perspective on the steps involved in change, although a comprehensive model is usually more effective. People tend to resist change because of uncertainty, threatened self-interests, different perceptions, and feelings of loss. Participation, education and communication, facilitation, and force-field analysis are methods for overcoming this resistance.

Many different change techniques or interventions are used. The most common ones involve changing organizational structure and design, technology, and people. There are several specific areas of change within each of these broad categories. Business process change is a more massive and comprehensive change. Organization development is concerned with changing attitudes, perceptions, behaviors, and expectations. Its effective use relies on an important set of assumptions. There are conflicting opinions about the effectiveness of several OD techniques.

The innovation process has six steps: development, application, launch, growth, maturity, and decline. Basic categories of innovation include radical, incremental, technical, managerial, product, and process innovations. Despite the importance of innovation, many organizations fail to innovate because they lack the required creative individuals or are committed to too many other creative activities, fail to recognize opportunities, or resist the change that innovation requires. Organizations can use a variety of tools to overcome these problems, including the reward system, organizational culture, and intrapreneurship.