Organizations are experiencing accelerated rates of change; while at the same time, organizational change initiatives are experiencing high rates of failure. If organizations are to be successful now and in the future, they must develop the capacity to become change-adept while maintaining business performance. This case study explores how one organization successfully moved toward a change-adept culture while improving business performance. This study uniquely illustrates the change process from both the manager and the employee perspectives. Data gathered over 18 months shows how managers increased their capacity to change, and documents improved employees'' perceptions of the work environment and willingness to participate in creating change. Analysis of metric data indicates that operational and financial business performance improved. This book offers a unique perspective on how to create a change-adept organizational culture and will be of interest to anyone who has experienced or is involved in organizational change. Managers, HR professionals, and OD consultants will find this book of particular interest.