This paper examines the relationship between
organisational culture and organisational
strategy and how any strategic change must always be accompanied by appropriate culture change. It explores the three types of change that are apparent in organisations starting with apparent change, where new problems are confronted by choosing a range of different options permitted by the
company culture. It then looks at cultural
incrementalism where strategy stretches the
existing organisational culture to include new
values alongside the old ones followed by revolutionary change where strategic change is imposed upon the
Organisation, which does not comply with existing cultural values and believes and requires the organisation to create new values and symbols in order to achieve the desired change.