ecognizing change can be a deal breaker, implementing change can be a breaking point, and sustaining change can no doubt lead to a boiling point. Everything we have learned so far places us on a follow-through path. We have uncovered why organizational change is necessary and how it affects competitive fitness. Kotter's eight-step approach is a widely known process for organizing business strategies and laying out straightforward directions to steer the course (Weiss, 2016, Ch.1.1). We have learned about change resistance and how to conceptualize breaking down the pieces and putting them back together in a new way. Additionally, remember planning! Will the business expand or downsize, stay local or abroad, introduce new products and services, or eliminate products and services, or will the business restructure acquisitions or begin to liquidate? What is the plan? Change interventions are the muscle behind its strategies. Choosing appropriate models for a determined change, such as the appreciative inquiry approach or the action research method, will support the needed transformation (Weiss, 2016, Ch.2). Over and above that, the implementation stage can settle in for navigating the way through the change; this is the part where things are happening. Policy, procedure, behavior, and other developmental