You must: Involve employees in the process. When employees feel involved, they participate more and support the effort, and are less likely to offer resistance. 
You must: create a systematic communication plan. You have to share the right things with the right people at the right time or rumors will start to spread. Blaster suggests that we include employees, partners and customers in this strategy. You must: create a business case for change. It is vital to have a solid business case that conveys a clear message in favor of change and have the data to support it. Why are you making the change? What will be achieved? What could happen if you don’t change? It is preferable to correct false assumptions that this is a frivolous or unnecessary decision. ” From this material I am going to share the ideas found in the chapter written by Jada Blaster, “ The 8 Do’s and Don’ts of Change Management.” Blaster, a respected marketing leader, says: “Change is an inevitable part of life and business, and yet we manage to fail miserably 75% of the time (…). Clearly, it is easier to fail in change than to succeed.” Blaster shares four things we should do and four things we should avoid: 
According to the site (specialists in news technology, reviews and opinions), a critical skill for managers, says Alex Shootman, is what he calls “translating the message”, that is to say, the ability to transmit the goals of senior management to the rest of the organization. This concern for transition which companies are experiencing led Alex Shootman to publish, along with Workfront in 2017, the e-book: “ Make Your Work Matter: 7 Thought Leaders on Why Work Is not Working For You and How You Can Change It. In addition to this position he is also an author and blogger. Alex Shootman is the CEO of Workfront, a leading company in cloud-based business work management solutions since 2016.
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