This study critically examines the transition process followed by a state-owned airline in a major IT migration project (introduction of novel electronic services). The change management process proposed by Kotter (1995) is examined in relation to the different phases identifed, based on an interview based qualitative research. Focusing on the project team leaders a set of results is identifed / determined, which provides signifcant insight into the key factors, defciencies and outcomes of the project, with reference to the characteristics of a state-owned company. Further elaboration of the proposed methodology is deemed to be applicable in the identifcation of the weak and strong points of similar change projects