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This article focuses on a strategic tool—job forecasting—which can be used to identify the impact of change on the job(s) found within an organization, but also on management practices and work organization methods. We examine the scope and limits of this approach, drawing on the results of an intervention study carried out with two foundations operating in the healthcare and medical-social sectors, which are in the process of merging. We were able to define four scenarios to help decision-makers to cope with the changes that had been identified and to link them with a managerial strategy and alternative human resources that the new organization could draw on to support its creation and implementation. Our results contribute to work aimed at developing decision-making tools for management teams who are increasingly faced with the need to anticipate and understand both external changes in their business sector and industry, and internal changes of a managerial, human, and organizational nature.