Introduction The modern business landscape is fluid and unpredictable, with continuous innovation driving most industries forward. Those that are not able to reform and compete for customer favor get lost on the sidelines. Therefore, understanding the issues surrounding innovation and change is critical for lasting success. Managers are the primary driving force behind change processes in an organization, as it falls upon them to conceive the concept of change and see its implementation through. The responsibilities of the manager include not only the identification of needs and processes of change but also require getting the rest of the employees on board with the idea. In this paper, I will evaluate the input I received from a line manager working with outsourced employees. The proposed broad interview question is as follows: What factors affect the effectiveness of change implementation in a medium-sized company? Interviewee Description The interviewee chose to remain anonymous, to protect the company’s identity. For the sake of convenience, he will be referred to as Mr. Smith. He worked in the Matrix company for five years, occupying the position of a line manager for 3 years. His company is an online-based entity, with its employees being outsourced to many countries across the world. The business works with numerous artists to produce a wide range of artistic products for customers. His job is to receive these orders, check the customer specifications for any potential errors, assign the orders to specific artists, and check their work when it is completed. In larger works that require the collaboration of several artists, Mr. Smith is usually placed as a head of a project group, coordinating the efforts of individual employees and making sure that everything is done on time. In addition, the manager provides a medium for connection between the artist and the customer, should there be any issues concerning instructions. Interview Summary During the interview, Mr. Smith was asked about his experiences in managing change within his organization, about employees. He seemed very excited by the question and told me that he had had experience with a large-scale change project that was conducted one year ago. He described the situation first: His company grew from a relatively small enterprise working with less than a dozen artists to a massive online service with more than 200 full-time outsourced employees and more than 400 part-time employees and freelancers. However, despite rapid growth, the company kept operating using the systems and standards it had since the start. Due to limited resources and a lack of experience in running an online business, the Matrix did not develop a comprehensive list of requirements for individual artworks. The line manager was the primary decision-maker regarding quality. While this system worked reasonably well when there was only a handful of employees organized by a single manager, the issues regarding the quality of art exacerbated once the company started growing. As it stands, there are eight line managers in the company, with each manager overseeing the efforts of 25 full-time employees and 50 part-timers. While all managers have a general understanding of w