This paper deals with the success of organisational change. Our empirical study starts with an illustration of our industrial problem: how to structure organisational change to ensure a future desired state is correctly appropriated. Based on an analysis of the literature, we propose considering organisational change as a dual appropriation process: the first at the company level and the second at an individual level. We then show that the project is a valid way to manage it and to structure a business' appropriation process. In order to support individual appropriation processes, we developed an approach consisting of managing individual change within the framework of projects. We propose the generic phasing of individual change management actions in relation to project phases, organisational and individual appropriation processes. Based on a three-year in-situ study of several major projects in a French aeronautical company, we verified the advantages of our approach with regard to organisational and individual appropriation.