1That organizational change is problematic and challenging is generally acknowledged. Yet there remains a dearth of real, industry, and organizationally based case studies addressing problems, pathways, and practice experience. This article provides a reflective account of practice in relation to the leadership and management of organizational change within one part of a global chemical manufacturing company. The context in which a major programme of change was acknowledged as necessary is explained. The article then focuses on the culture change aspects, identified as critical if a range of structural, technical, and process changes were to be achieved successfully. Drawing on the experiences of senior managers involved in the change process, together with a consultant engaged as an external change agent, the article provides a rich picture discussion of key issues and themes, tensions, and questions regarding the leadership and management of the change. Conversations about change were central to the programme of culture change, providing the basis for critical connections to be made regarding workforce involvement, values, learning, and knowledge flow. Importantly, the account presented reveals the significance of the leadership team and a scenario which over time saw the emergence of a more collaborative approach to the management of the change process.

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