Organizational changes often fails. The strategic communication has shown to be a key factor for the chance of success. At the same time, the perception of the communication professional is vague and obscure (Heide, 2017; Johansson & Heide, 2008). This study aims to illustrate the communication professional role and work method in organizational change and development processes. Seven qualitative interviews was performed in two organisations, one private and one municipal. The data was analysed through an inductive thematic method. Seven roles that the communication professional adopted during these processes could be identified. The roles was different depending on who initiated the change and in what phase they were involved. Some of the roles was more prominent in the private organisation compared to the municipal organisation. Four challenges and phases that the communication professional encountered was also identified. The result showed that the change process was more likely to succeed if the communication was involved before or in the beginning of the process. If the strategic communication was be planned well, the organisation could be prepared for eventual risks.