ABSTRACT
This chapter focuses on the specific practices associated with the programme and how various participants interpreted the content and practices of the culture change programme, before addressing outcomes, as indicated by responses some months after the scheduled activities. The implementation process of the culture programme began at a kick-off for the whole company, moved on to the management forum, and was then located in the hands of primarily middle managers. Technocom's management forms a management forum, where managers could meet regularly and discuss various management issues as well as the progress of the cultural change programme. This was the first meeting, for around 50 managers supposedly responsible for the implementation of the cultural workshops. The important step in the programme was the workshops by primarily junior middle managers, supposedly leading to impacts on the engineers on the floor. They analysed how they actually worked and compared that to the values and then concluded on what needed to be changed.
