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Most companies are capable of changing their cultures.
However, in some organizations, culture change has to start in an autonomous division, plant, or department. It is usually driven by a particular executive or general manager. Once the bottom-line results of that area's transformation culture are seen, other executives or mangers in the company quickly decide to adopt their culture. Change moves horizontally and vertically through the organization. This continues division by division until a critical mass is achieved and a Performance Culture becomes the company culture.