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 identified, based on an interview based qualitative research. Focusing on the project team leaders a set of results is identified / determined, which provides significant insight into the key factors, deficiencies 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 identification of the weak and strong points of similar change projects.