1 A MULTI-METHOD FOR DEFINING THE ORGANIZATIONAL CHANGE Selmin Nurcan *+ , Associate Professor, Business Administration Institute - Université Paris 1 - Sorbonne Colette Rolland * , Professor, Université Paris 1 - Sorbonne (*) Université Paris 1 - Panthéon - Sorbonne Centre de Recherche en Informatique 90, rue de Tolbiac 75634 Paris cedex 13 France (+) IAE de Paris (Business Administration Institute) Université Paris 1 - Panthéon - Sorbonne 21, rue Broca 75005 Paris France Abstract The assumption of the work presented in this paper is the situatedness of the change process. The Enterprise Knowledge Development - Change Management Method (EKD-CMM) provides multiple and dynamically constructed ways of working to organize and to guide the change management. The method is built on the notion of labeled graph of intentions and strategies called a road map and the associated guidelines. The EKD-CMM road map is a navigational structure that supports the dynamic selection of the intention to be achieved next and the appropriate strategy to achieve it whereas guidelines help in the operationalization of the selected intention following the selected strategy. This paper presents the EKD-CMM road map and guidelines and exemplifies their use with a real case study. Key words: Organizational change, change process modeling, enterprise modeling, intention driven modeling, guidance. I. Introduction Enterprises are facing increasing pressures and competitiveness. Corporate restructuring, downsizing and reengineering are usual responses of organizations. The change is often made with explicit objectives of cost reduction and improved efficiency and effectiveness. Information Technologies (IT) are playing an important role in facilitating Business Process Reengineering (BPR). They are positioned as a unique resource that enables automation, monitoring, analysis and coordination to support the transformation of business processes [20]. Hammer and Champy define a business process as a set of activities, which produces -from one or several inputs- an output valuable for the customer [22]. The paradigm of BPR seeks to achieve performance improvement by radically reengineering the organization, whereas traditional information systems development has focused on automating and supporting existing business processes [21]. Now, organizations have the capability to create entirely new ways of working that are oriented towards customer satisfaction. In this context, achieving organizational transformation depends on the creation of a powerful vision of what future should be