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The purpose of this study is to explore the concept of change management, and employee engagement as a possible organisational turnaround strategy. This is owing to Organisations exist to deliver their strategic goal and objectives, this would amongst others ensure both technical and tactical strategical success. When organisations strategy is in shape there is a high rate of employee retention and recruitment of the best talent in the market. However, the organisations always faces a conundrum of having to tap in their organisational turnaround strategy which in most cases is marred with resistance from the employees. This study seeks to establish the extent to which change management and employee engagement can be adopted as key organisational turnaround strategy. The study adopts an interpretive qualitative design, and thematic analysis to organize dataset into relevant themes. Study recommends employer consultation and employee participation, facilitation, negotiation and agreement, and manipulation and coercion as a blended approach to effective organizational turnaround strategy. The value of the study is how a simultaneous use of change management and employee engagement can be used by global organizations for effective turnaround strategies.