The 1990’s saw considerable amounts invested in new technology only to see the promised returns unrealized. The programs were often well planned, executed, within budget, and the functionality delivered was exactly what was expected. So what went wrong? Although the solutions are installed, the benefits are not realized. This manifests itself where solutions are not adopted, only partially used, or are not used as intended. This article examines behaviors that drive change. It examines guiding principles that can help to create a foundation for a change program, and tackles the most important issue of all, an organization’s capability to change. By suggesting ways of integrating a people change management program into a program of work it is expected that organizations will be better positioned to deliver on commitments and not just deliver ‘what’ was promised but also the associated benefits that were promised.