Organisational change refers to the process through which a company or institution alters its structures, strategies, processes, technologies, culture, or overall functioning to respond to internal and external pressures. It is a dynamic and continuous process, reflecting the need for organisations to adapt to evolving market conditions, technological advancements, employee expectations, and societal shifts. The nature of organisational change is multifaceted, encompassing planned and unplanned transformations, incremental adjustments, or radical overhauls, depending on the scope and urgency of the change required. Understanding the nature of change is crucial for organisations because it directly affects their ability to remain competitive, enhance efficiency, and maintain stakeholder satisfaction. One of the fundamental characteristics of organisational change is that it is inevitable. No organisation can remain static indefinitely because the external and internal environments are constantly evolving. External pressures such as market competition, regulatory changes, and technological innovations necessitate continuous adaptation. Internally, changes in employee demographics, organisational culture, leadership, and performance gaps compel organisations to modify processes and structures. Change can be either evolutionary or revolutionary. Evolutionary change is gradual, focusing on continuous improvement and small adjustments, whereas revolutionary change is sudden, disruptive, and often driven by critical circumstances requiring immediate attention. Organisational change can also be classified as either strategic or operational. Strategic change involves long-term adjustments in mission, vision, or overall direction, often initiated by top management to gain competitive advantage or respond to market dynamics. Operational change, on the other hand, refers to modifications in day-to-day processes, workflow, or resource allocation aimed at improving efficiency and productivity. Both types of change are interconnected, as operational improvements can influence strategic outcomes and vice versa. Additionally, organisational change is not limited to structural or procedural adjustments; it often includes cultural change, which affects shared values, norms, and behaviors within the organisation. Successful change initiatives frequently combine structural, operational, and cultural adjustments to achieve desired outcomes. Another critical aspect of organisational change is its planned versus unplanned nature. Planned change is deliberate and systematic, usually following a structured process that includes diagnosis, planning, implementation, and evaluation. Organisations often use change management models, such as Lewin’s three-step model or Kotter’s