Change management programmes are often thrust upon organisations by large teams of change consultants. Sometimes this is the right approach, but frequently management itself knows what changes need to take place, culturally and in organisational terms.
Often the biggest challenge in change management is getting everyone on the same page and reconciling conflicting agendas and perspectives.
That agendas are different is very understandable, and the trick lies in sharing them empathetically among the organisation's key decision makers as an integral part of designing the change programme.