Why do some Western companies manage change more successfully than others? Something more is needed to be successful in change management beyond typical project management and having an apparently good strategy. Change represents both opportunity and risk—whether the change is incremental or more comprehensive and radical. A stable foundation is paramount to ensure that taking this risk is worthwhile and does not lead to a gradual decline. Herein an explanation is offered on how to decrease high change project failure rates. This article examines how missing foundations impact organizations, resulting in an increasing number of failed change initiatives in an ever faster and more interconnected environment spanning IT, business units, and other departments. Humans are averse to change, which does not help and may even undermine change efforts. To understand these failures, it is crucial to comprehend the dimensions of change: Direction, Impact, and Speed. Only their interplay ensures that efforts do not counteract one another, preventing organizations from endlessly running in circles. The FTFEL model described herein outlines the dimensions to consider when working towards growth-oriented change management—not the least of which being technology integration and [human] resource focus to avoid overload. This study used IFRes—Intuitive Field Research—as its basis, throughout, a new six-step methodological approach based on the experience of the researchers, which is then related to the literature. Limitations are given through the theoretical research that must be validated in practice. Additionally, bridging the gap between management and operational departments through a maturity model, enabling the transformation, must be further examined.