The foundation of all promising change and transformation processes are trust, courage, backing, patience and above all responsibility. Patience has become a rare asset in our fast-moving business world, but it is still a guarantee that change can be sustained and embedded not just in the minds, but above all in the hearts of people affected by change. Trust is needed on many levels, not just in the interaction between customer and consultant. In particular, trust in the organization and in the people working in it is needed to accept, implement, support and live change. Still our perception of employees often is very traditional and shaped by the nature of having to provide every little detail how to do their jobs, when and with what kind of tools and processes. But if we would listen carefully often the impulses, the ideas and needs to change and develop come from inside the organization. So we should start to use all the individuals representing your organization as very sensitive sensors for what is possible and feasible to change. You just have to listen! For me, courage and backing belong together. It takes courage to initiate change and development. In order to implement them, you need the full and broad backing to overcome potential resistance not to lose sight of the goal. Responsibility in change and development processes is Top Management matter! The expertise to design development processes and initiate implementation measures can be delegated, but not the responsibility. This means that a successful change project always requires the commitment and involvement of all the decision-makers (executive board, management team, shareholder, etc.) in all phases of a development process.