It seems to be common sense that we need more than Kanban mechanics in order to create a sustainable culture of continuous improvement. State-of-the-art change and leadership practices are inevitable if we want to realize the full potential of Kaizen. But what about the general question of how to lead change within a specific organizational environment? How do we align evolutionary change with other approaches such as Six Sigma, CMMI or Scrum? How do we coordinate our various change initiatives on the strategic level to make sure that they complement rather than undermine each other? Building on my ideas presented at the LKNA13 and posted on our Platform for Agile Management (http://p-a-m.org/2013/05/change-management-with-kanban/) I would like to show how to answer these questions by making change as visible as possible, limiting change in progress to foster flow, aligning different initiatives on the strategic level, creating a powerful change coalition building on fast feedback loops, leading change with a consistent focus on stakeholder value. Referring to my experience with some Swiss, German and Austrian companies I will explore how these practices work and how they help to improve change leadership at all levels.