Change at the Nidwalden Cantonal Bank (NKB) is often met with caution: employees find themselves torn between a desire for change and uncertainty about the new, while change often remains limited to specific projects. The author and project manager examines how change can be anchored in the organization’s day-to-day operations over the long term using a strategic design approach. The analysis is based on measurements, surveys, interviews, and observations from a development sprint. Strategic design serves as both an approach and a methodological lens to reveal patterns and organizational tensions. The results show that change becomes manageable when three dimensions interact: orientation and meaning, experience and self-efficacy, and consistent leadership signals. The author develops a design set featuring a Change Compass, Boost Box, and Strategic Storyline Template—a modular toolkit for embedding change as a learning-oriented process in everyday organizational life.