Undercommunication is the biggest mistake a company can make when changing business processes. Nobody likes surprises, and this is perhaps twice as true for employees. Employers have the habit of forgetting to make sure that communications concerning change make it all the way to the base of the organization, and that can cause an immense amount of confusion, frustration, and profitability. Northrop Grumman Corp. recognized this issue and utilized a change management model to combat it. The model allowed for a more open communication plan: At Northrup Grumman, change initiatives typically begin with visionary executive leaders who generally get great ideas about process improvement. Advocates are tasked with broadcasting those ideas, facilitating process management teams, and implementing the changes. For the change to be truly effective, however, it must become incorporated into the organizational DNA. For this, Northrop Grumman depends on its managers and project team members to understand and embrace the change. It can also come down to the most basic of methods for keeping communication alive and healthy within an organization – such as having physical, visual reminders of what the goals are within the organization, what is changing, and how. Such simple steps can have a profound impact on the workplace’s readiness and willingness to change business processes.