An Evaluation of a Successful and Less Successful Innovation / Change of Which You Have Personal Experience, Related to Relevant Theory Clegg, Kornberger, and Pitsis (2005) are sure that it is impossible to predict the outcomes of the change, therefore some projects appear to be successful, other projects turn to be less successful. Having personal experience in many situations where innovation and change have been applied, I would like to discuss two specific situations, one of which turned out to be successful and another one had less successful outcome. It should be mentioned that implementing an innovation and change it is important to plan the consequences and try to predict the outcomes. A good manager always considers the future goals and makes all possible to meet those. The correct choice of the methods for implementing of the innovation and change is the half of success. Having considered personal experience in implementing innovation and change, the merge of Credit Lyonnais with Credit Agricole should be considered. However, the implementation of Islamic banking in the newly appeared organization failed to be completed successfully. Therefore, we have two processes, a successful merger of two banks and a less successful application of Islamic banking in the organization, which are going to be considered in this report for better understanding the models for innovation and change implementation. Considering the situation devoted to the merger of two investment Banks in New York, Credit Agricole and Credit Lyonnais, it should be stated that the change is rather successful if considered from many aspects. The main reasons for successful outcomes of the affair are that the innovation and change followed particular scheme or theory and managed to meet the requirements put before the organization. The merger of Credit Agricole and Credit Lyonnais followed the exploring corporate strategy model (Appendix 1) based on Kotter’s eight steps of successful innovations and change. The model can be easily referred to the case under consideration, however, the very idea of the situation should be described for understanding the means for success of the affair. The merge of the Credit Agricole and Credit Lyonnais banks resulted in creation of the largest bank in France. One of the main changes which occurred in the company was related to the Human Resources department as being the newly emerged organization it enumerated about 60,000 employees. To organize the work in the department, the IT systems were reorganized and reconfigured. The newly appeared company had to agree on the processes and start working together synchronising their performance. One of the main reasons for reconfiguring the HR information system was the desire to meet three specific objects, “controlling the applications, guiding conjoined projects and optimizing developments” (‘The mapping and merger of Credit Agricole SA’ n.d., p. 3). Both of the organizations had to reassess their positions and roles in the newly appeared company. Strategic management in the newly appeared organization was completed by means of exploring strategy model which comprised three main elements and included “understanding the strategic