I have done some corporate case studies over the years as I didn’t really know what made change stick and why corporate change was so hard. What I found through some of these case studies was that:

Change happens not from the top-down but from middle-out. Change must be proposed by the people in the trenches and respected by the leadership, and at the same time admired by those below who are the rising stars of the future.
Change is not a process; change is a tool kit. I think that if change and innovation was a process then everyone could do it, as people are smart and can easily follow rules. I think employees need on-demand tools that they can draw on when different things come at them.
Change must be presented in small chunks. Managers and leaders must lead by example to affect change on an everyday level, for example, in meetings, e-mails, reports and procedures. Small incremental ways to get the employees on board so they want to make the big change.

Employees want a fire lit from underneath them by people within them. I think that organisations will have to put more training into managers if they really want to make the changes stick.