Visa Europe transformed into a standalone organization, requiring changes in the internal company structure and operations. The case study describes the approach taken by the executives – a change in the organizational culture. To achieve this, Visa Europe engaged personnel willing to share their aspirations and vision to create alignment with the overall strategy. However, other approaches can be used in similar cases to establish a new company culture. This paper aims to examine the Visa Europe case study, evaluate the primary issues and implications of culture change and peak performance, and provide three alternative recommendations for the organization. Problem Statement In the past, Visa Europe operated as a part of Visa International, providing services such as product or marketing solutions and transaction services. In order to be listed as a private stock company and operate successfully under a new model, Visa Europe had to change its organization and culture. The main aspects that characterize the discussed problem are the impact on the strategic direction of the company and the morale of the employees since the changes would affect the core aspects of daily operations and the overall vision for Visa Europe’s development. Visa Europe would make independent decisions and be independent of Visa Inc. This is reflected in the fact that Visa Europe was established as an independent company with the rights to the intellectual property of the Visa brand. The main elements that would affect the operations of Visa are the need to establish a back-office that would support operations, a processing center managed by Visa Europe, the need to hire 1,100 people, and redefining the existing roles within the organization. Hence, the central question of this case study is how to transform the culture of a medium-sized branch into one suitable for a large independent company. According to Kaplan, Dollar, Melian, Durme, and Wong (2016), culture is perceived as a competitive advantage by 86% of the businesses examined by Deloitte because “culture drives people’s behavior, innovation, and customer service” (para. 2). The authors argue that one can define culture as a measure of success during changes, which is applicable to the case of Visa Europe because the company used culture to transform its operations. Data Analysis This section will focus on the cause and effect aspect that led to a need for establishing a new organizational culture at Visa Europe. The main issue is the fact that the existing culture could be described as follows – creative, entrepreneurial, small, highly networked organization. While all of these elements are excellent characteristics of an organization that would allow Visa Europe to grow and introduce new services to its clients to overcome the increasing competition in the market, the approach was unsustainable for a large organization. Hence, the gap between the existing culture and a need to account for the new requirements of the business existed. In this case, the executives at Visa Europe decided to achieve peak performance within the new organization by employing a culture change. Firstly, it is necessary to analyze the background of Visa Europe to determine criti