ABSTRACT
The chapter opens with a brief description of the history of the FI and introduces its formal organizational structure. This is followed by a section showing that the FI, when expanding extensively during the 1990s, mostly hired effi cient but reactive FLEs with an administrative orientation. Then comes a section about the technical and bureaucratic control which reproduced the reactive orientation of the FLEs. This is followed by an analysis of what can be referred to as the corporate culture, or collective subjectivity, of the FI. The conclusion of the chapter is that the FI, prior to the introduction of SMM practices in 2002, should be described as a traditional bureaucracy populated by reactive bureaucrats. As will be suggested in the subsequent chapters, one major goal with the introduction of SMM practices was to customer orient the organization and to make the employees more proactive.
