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This is the second of a two-case series (409-001-1 and 409-002-1). In case (B), we can see how the Learning and Skills Council went about implementing their transformational change programme. The case shows the tensions and difficulties that can arise as large change programmes are put into practice. It illustrates the way in which managers need to continually revise and re-evaluate their approach in the light of changing circumstances and events, and raises important questions about how to cope with major organisational transition points. The role of the HR function as change agents is explored, together with the response of key organisational actors, notably the union.