Most conventional ‘change management’ programmes fail. This is mainly due to the fact that they are often based on wrong assumptions such as: . When we change the process/system, people will change their behaviour ; changes need to come from the top and filter down; big changes need big actions; cultural change is a painful, long-term process with no short-term results. All these assumptions are flawed. Viral Change(TM) provides a completely different framework for change. It shows how a combination of the right language and frame, a small set of non-negotiable behaviours (all spread by a small number of activists) and the creation of ‘tipping points’, creates lasting cultural change in organisations.