This research aims to formulate strategic change management in SBU Metrasat Indonesia, by identifying internal and external driving factors of the company, developing new business strategies, and formulating corporate change programs to achieve SBU Metrasat’s competitive advantages. The research approach was through a case study with descriptive methods, and qualitative and quantitative analysis. The results of the analysis show that the type of changes are categorized into transition. The company establishes three priority strategic change managements, which shouldbe made in nine elements of business model canvas. However, to achieve the innovative value, SBU Metrasat should focus on elements of value proposition, key resources, key activities and key partners. The McKinsey 7S analysis found that structure and skill are two elements which become barriers to change. The strategic change management plan within the next five years at SBU Metrasat would execute only 6 of the 8-step change management model proposed by Kotter (1996).