The purpose of this article is to propose a new Organizational Change (OC) model based on contemporary theories that can replace the approach of the old OC models, with the intention of developing a new conceptual framework. This proposal is planned to help people understand, in a broad way, the transformations and moments that organizations go through during their change process; and at the same time, to become a tool that guides executive directors along the path that must be followed in the case of facing the different scenarios that may arise during this process. The model, which is presented in a holistic way, takes into account different factors leading to change: the individual-the organization-the environment, and suggests five key processes: the identification of the strategy, the value of the organization, the company employees, the management of information, and the evaluation of performance; in this way, the general manager can establish the anchorage of change and, from it, implement an efficient process for the transformation of the company. The conclusion is that the model is a new alternative, susceptible to interpretation, implementation, questioning, and improvement, which can become a useful tool for institutions that are in turbulent and uncertain contexts, since they can determine the direction from any edge that may be established by the model, without it necessarily being for development in its entirety, as the important thing is the capacity for rapid response.
