ABSTRACT
This chapter discusses organizational change and leadership, and stresses the importance of considering organizational culture before initiating change. It explores the importance of successfully communicating the change before initiating it and of developing a change strategy that is in line with the organizational culture of the organization in question. The chapter presents a case study illustrating the complexity of driving successful organizational changes as well as the importance of understanding organizational culture beyond mere economistic objectives before designing successful changes. Factors like national culture and industry sector can crucially inform how organizational cultures develop, and how routines emerge that often go beyond mere economic benefits. Brazilian managerial culture is traditionally built on a paternalistic pattern referring to dyadic relationships between managers and their subordinates. Globo Organization is a conglomerate serving a multiplicity of sectors, but primarily focused on media and entertainment.
