Achieving cultural change

Describes a case study of a subsidiary of a major computer company which has achieved and is attempting to sustain cultural change in turbulent times. Outlines a “leadership for change” programme to move towards a more customer‐oriented culture. Presents a performance management model emphasizing the need to focus on values, practices and behaviour. Details a programme aimed at implementing the values and stresses the importance of maintaining enthusiasm and energy to change an organization′s culture.