ABSTRACT
British Airports Authority's (BAA) core business is the ownership and operation of airports. As in BNFL, but unlike Jaguar and BA, managers in BAA seem to be aware that different subcultures require different managerial profiles. Human resources departments' main objectives were, over the years, to try to equip managers via specific training with the necessary management tools for them to respond to changing environmental demands. BAA's human resource philosophy lies in the idea of providing managers with a wider view of the business because they believe that most managers can change their own behaviour. BAA's core mission always reflected a commercial orientation. Radical decentralization took place in the organizational structure. Perhaps the most important issue that this story can teach us about the culture-change process is that BAA never tried to change people's values, but to change those of the company.
