ABSTRACT
This chapter describes and explains the process of organizational transformation experienced by British Nuclear Fuels Ltd (BNFL) during the late 1980s. It reveals how BNFL went through the process of replacing its historical bureaucratic behaviour in order to survive within the new economic environment. BNFL is the most experienced nuclear fuel company in the world, having supplied nuclear fuel-cycle services in the UK and overseas for over 50 years. BNFL's culture had been inherited from the Civil Service. In 1989, BNFL was struggling to replace some of the Civil Service' practices. The new general manager (GM) for Sellafield, a charismatic' and participative' leader, and his predecessor, were considered as very quiet and reserved' managers. BNFL is today a private company owned by the UK Government through the Department for Business Innovation and Skills. The BNFL success story brings about empirical evidence of how a large British organization went through the six steps described in the Integrative Model of Culture Change.
