I have used a Kotter-esque approach that works very well. In one case, the change was a new CEO and a new organizational strategy. The organization was quite large, so we structured a series of explorations aimed at getting the employees to have a chance to discuss and participate in simply understanding the vision and the case for action. Leaders were trained as facilitators, and employees attended working sessions. During the sessions, they built their own set of questions, challenges and opportunities which were collected and shared with executive leadership. The communication strategy was then set around the feedback, giving them an opportunity to see what happened to their input.
These give-and-take sessions were continued throughout the initial phases of the change process and did an exceptional job in engaging the workforce. As Mike says, the hard part is sustaining the change. That requires a candid look at systems and processes that stand as obstacles to the necessary behavior changes. Having the workforce explain where these obstacles are, and then addressing them, provides continued opportunities to engage everyone, but most importantly, aligns the strategy to the work processes and culture.
This deep change is not for the faint of heart, and requires courageous and committed leadership. It is also not a quick fix, although, in my experience, it has a far more lasting impact than quick fixes.