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The World Economic Forum is the foremost network of the world’s leading corporations. Sometimes viewed as an exclusive club of the rich, it is often the subject of critical public debate and scrutiny. In response to that scrutiny and in order to live up to its mission to promote economic and social progress, the Forum undertook significant organisational restructuring and expansion twice between 1999 and 2004. This case study illustrates how the World Economic Forum evolved in this period, in response to external forces and the internal leadership of Klaus Schwab, to develop an inclusive agenda and governance structure representing a range of stakeholders. Through organisational restructuring, these changes also represented a change in operational strategy. The purpose of this case is to teach students about the types of change an organisation can experience and the theoretical frameworks in which change takes place. It is designed to assist students to identify change forces, change drivers, change agents and resistance to change. It should also discuss the effects of change implementation on an organisation, its employees and other stakeholders.