Markets, including consumers, customers, suppliers, technology, investors and the government of various factors, any one of which may change into a pair of enterprise transformation requirements. Can manage these changes, in particular the major changes, enterprises in the competition are essential to the success of change management and the goal is difficult to strike a balance between reform and development and stability, and This sounds like a social reform political slogan, but a enterprises equally applicable. To strike a balance between these three relations, we must first learn different perspective enterprises. The first point is a logical point of view, which is seen as an enterprise can input into output "machine." The second perspective is a political perspective, which is seen as an enterprise owned by different objectives and interests of the collective crowd. The third perspective is a socio-cultural perspective, that is, from the enterprise as a community member. with a certain code of conduct small community. Changes in management, if ignored any one perspective, it is difficult to achieve the desired results. Specifically, the balance of the relationship between good, we must first ensure that the correct logic changes. The biggest change is that the logic of reform to the development of purpose : improving the importation into the output efficiency. If change itself is a zero-sum game, no added value, then change it more difficult to obtain sufficient support. Logic reflected in the changes to have long-term goals and short-term objectives, a reasonable strategy, a more detailed plan and timetable supporting data, specific system support. But change is only logical to ensure the successful transformation of a small portion of the settlement because it only changes with the development of the relations. To address change and stability in the relationship, from the political perspective of enterprises is very critical. Changes will undoubtedly lead to internal different staff groups redistribution of power and interests. Even from the total amount of change will increase the value of the entire enterprise. If this process a number of people but will lose some power and interests. Or is it just a relatively small increase in the power and interests, then the changes will be strong resistance. From a socio-cultural point of this third approach to reform to ensure sustainable development is an important factor. Significant changes in enterprise performance is not in the short term to achieve the desired level of the end. Only when the staff of enterprises and related external personnel (such as shareholders, investors, communities, etc.) are fully understood from the ideology of this change in behavior, and give them support, changes in the results can last. Otherwise, the patient is prone to the phenomenon. This angle is another important aspect must be fully aware of their social and cultural inertia. not of sufficient start-up force is not overcome the inertia. Therefore changes in the demand for creating a sense of crisis that is very important. Corporate social and cultural characteristics requested changes develop slowly. Any major changes in the micro level is a little bit of reality. People's thinking and behavior in particular, will haste More haste, less speed. In response to major changes in the future, enterprises in the day-to-day operation focused on training and improving the ability to change management. The following areas for reference. First, we must have a clear mission and the enterprise core values. The majority of the people do not like the whole day life among the uncertainty. In changes that allow participants to understand the same things is very important. For an enterprise, long-term goals and short-term objectives, business strategy, organizational structure, Enterprise leaders are likely to frequent changes, but the enterprise's mission and core values are not frequent change. When major change came, they would have to maintain the organization. Secondly, we must establish open communication of information systems, especially internal staff and external market environment of information between communication channels to be unobstructed. This will ensure that the internal and external thinking out of the market. When the external market changes, internal stakeholders will be automatically generated some impetus for change, reducing resistance to change. This information systems, changes to play the role of an early warning mechanism. Third, cultivate internal social capital, that is, between people and between people and enterprises trust. Individual changes impossible to make everybody groups while the average benefit of more people is part of the first short-term benefit, and through a series of changes in the long term to ensure that every one of the most fundamental interests. In such circumstances, the employees, between employees and business confidence is particularly important. Not enough trust, no one is willing to give other people take advantage of the first risks, Change can only take the form of egalitarianism limit changes efficiency. Fourth, we must pay attention to selecting a spirit of the changes in staffing high on the management. A 262 principles put it very well : on any changes have run about 20% of the people support, 20% against and The remaining 60% of a wait-and-see. Change the key is to make changes in the support of 20% of the strength and This 20% to the powerful influence and strength to fight for the middle 60%, If the top leadership in the support of this 20% changes in the crowd, then change the likelihood of success will be greatly increased. So the senior leadership of the selection process, they should pay attention to changes in the past performance. In general, this past performance is a good future performance targets. Finally, attention is given to organizations that have flexibility that is variable. For example, over-thinning and clear organizational structure and division of responsibilities will change more difficult enterprise, and the inter-departmental group to take such means would be much more flexible. This enterprise ideology of the senior leadership and management skills have set higher requirements. If the above aspects of the day-to-day operations take precautions, enterprises in dealing with major changes will calmly many. For the rapid growth of Chinese enterprises, the change management capabilities will be one of the core competitive edge. For entrepreneurs, change management is the real challenge. also the only famous entrepreneurs can be called genuine entrepreneurs.