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This is a Portuguese version. In 2013, after almost three years of making organizational changes, the CEO of Federated Co-operatives Limited (FCL) wondered if he was pushing his unique company through a transformation too quickly or not driving it hard enough to modernize. The company was a co-operative, a remnant of a farmers' purchasing association that had grown to become one of the 50 largest companies in Canada. However, the company's financial success and democratic governance structure had lulled FCL into outdated processes and systems. Information technology, branding, leadership, and talent management processes needed to be transformed, and a culture change was necessary. But some employees were resisting, possibly as a result of burnout due to the magnitude of change, and the co-operative governance structure complicated the process of change. The CEO needed to address his home office employees at a Q&A session about the progress of the transformation. What should he tell them?