Purpose: This study aims to investigate the role of Control mechanisms in sustaining Change initiatives. Method: Following qualitative research with inductive approach, the data was collected through semi-structured interviews from 10 change practitioners of multinationals in various fields, including Information Technology, Project Management, Banking, Logistics, Manufacturing and Telecommunication. Grounded theory was used to analyse the empirical findings. Findings: The results show that control mechanism play a crucial role right from guiding and governing the entire process of change. On the other hand, findings reveal a wide range of control tools in context to change management. Also, change readiness is crucial step, it is critical to be well prepared before a change project is initiated. Moreover, new concepts such as design thinking, CAPA (corrective action preventive action) and PDSA (Plan, do, study, act) emerged as control tool throughout the process of change improving efficacy, mistake proofing and driving continuous improvement. Finally, control mechanisms can make contribute to sustenance of CM initiatives through its potential of continuous monitoring and indicating Implications: Theoretically, the study challenges established conceptions of CM by emphasizing the role of preparedness and adaptation. It proposes dynamic frameworks and proactive control methods to facilitate organizational transformation. Practically, it emphasizes the importance of extensive training, logical methods, and a variety of tools for effectively navigating change process.