Abstract Organizational change involves the modification of the management structures and the processes of an organization. In the modern world, change has become part of our lives. It has become a common feature; hence, the increased acceptance of change processes at the organizational levels. The adoption of change is critical to the survival of organizations and individuals. As a result, change management and leadership play a crucial role in ensuring that organizations align with the intended outcome. However, some challenges face organizational change. The following paper discusses the process of effective organizational change in Saudi Arabia; a case example of King Abdulaziz University will be used. Change Initiative at King Abdulaziz University King Abdulaziz University (KAU) is a public institution in Saudi Arabia. KAU has been in the process of initiating change to align with the Education for All Programmes. The change is expected to bring inclusivity in the learning programs and the curriculum (Al Shaer, 2004). As a result, there are many stakeholders involved in the change process. At the university level, the people involved in the change include the administration and the lecturers. I happen to be one of the lecturers that participate in the board tasked with the implementation and monitoring of the change initiative. The events that are involved in the initiation and implementation of Education for All Programmes include the formulation of the policies that promote inclusivity and change in the curriculum. Strengths of the Change Process Organizational change has become a feature that stakeholders in various firms have to abide by (Carnall, 2005). The key strength in the implementation of Education for All Programmes in Saudi is mainly the collaboration and the government policy that advocates for the policy change. Besides, the administration has laid a platform for the change process that will ensure the holistic transformation of KAU in order to meet the international university standards. According to By (2005), the higher education institutions are integrated with their learning environment; as a result, they have to change their systems to avoid deterioration. The changes in the higher education institutions are affected by both internal and external factors (Al Shaer, 2004). The factors influence the capacity to accept the change. For instance, the change in the KAU is influenced by external and internal factors. The internal factors include the need for the administration to align the University with the changing education needs while the external factors include the government policy on the education inclusivity. Furthermore, Carnal (2003) noted that change in educational institutions is necessary if the institutions are to survive and succeed in the modern learning environment. Despite the necessity of the change and the increasing acceptance, Burnes (2004) noted that there is a high rate of failure in change programs. The failure implies a fundamental deficiency in a clear framework of how to implement the organizational change. According to Kotter and Cohen (2002), leadership involves setting the direction, preparing people and motivati