The fact that the world is changing in a high pace enforces many businesses to keep abreast of relevant updates, and then integrate what may make a business more sustainable from a marketing perspective. The need to change may stem from technological breakthrough that becomes part of market requirements and customers’ needs afterwards. Additionally, changes in a national and global economy may also impose some organizational adjustments or even radical changes (Bharijoo, 2005). An interesting example comes into the play is the cassette industry that became obsolete after CD and DVD technologies have been integrated in our life to a high extent. At the moment, the rapid development of web computing and cloud industry along with the same pace of development for telecommunication systems, as found in 4G, makes it high risky to keep investing in CD and DVD technologies. Instead, big companies study and set endless scenarios for the development of overlapping technologies that may affect the future of their industries, and thus they found themselves obliged to keep their infrastructures values, visions, regulations and policies updated. For that, the need for organizational change depends on the nature of industry. It becomes more necessary if it is more connected to a technology with high changing dynamics such as telecommunication systems and related services. Based on that, this study is dedicated with a view to discuss the change management process for the transformation from 3G to 4G at Ericsson in comparison with Kotter’s Eight-Step Change Model (Kotter, 2012).