This article presents a comprehensive organisational development (OD) and change management analysis of Nyeras Edutech & Innovations Pvt. Ltd., a growth-stage Indian EdTech company managing three concurrent major change initiatives in FY 2025–26: Digital HR Transformation (HRMS implementation), Content Division Restructuring, and OKR Adoption. Employing a mixed-methods descriptive and evaluative research design — 44-question Change Readiness Survey (n = 58), eight key stakeholder interviews, and five change management working group observations — the study applies four established OD frameworks: Lewin's Three-Stage Model, Kotter's Eight-Step Process, McKinsey 7-S Framework, and the Burke-Litwin Causal Model. Findings reveal an overall Change Readiness Index of 3.31/5.00, with critical gaps in communication effectiveness (2.89/5), employee involvement in change design (2.94/5), and manager coaching capability (3.08/5). The OKR Adoption initiative is identified as the highest-risk change (readiness score: 2.96/5), requiring immediate cultural and behavioural interventions. The HR Strategic Role assessment yields 3.19/5, with a critical gap in HR's manager capability-building function. The article concludes with a seven-priority OD improvement roadmap for the organisation and offers transferable insights for HR practitioners in comparable growth-stage EdTech contexts.