The new CEO of a Canadian automotive parts manufacturing firm embarks on a cultural transformation. The case demonstrates how organizational culture is essential for the successful execution of strategy, how the Organizational Culture Inventory can be used to assess change over time and alignment with desired outcome, and how organizational culture must be actively managed. The case concludes as the organization deals with the aftermath of the COVID-19 pandemic. The organizational change seems to have reached a plateau on their organizational transformation, but should they continue the efforts to guide the company to their original idea? Should they scale back while they learn about the new normal? Or should they pivot to a new culture?
