Change is a ubiquitous theme in management literature, but empirical studies that seek to draw lessons from the experience of managing change are rare. By investigating patterns of change management in six Australian federal agencies, we elicit a number of factors contributing to success—though “success” is itself not a clear-cut concept in this area. We found support for a number of broad themes already apparent in the literature and suggest that change processes that have the support of the workforce require good leadership, an appropriate model of change, some room for negotiation and compromise, and well-planned communication.