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The case describes the experiences of an Indian organization. It has its beginnings from the contemplative stage of culture change, through the process of implementing the change till the time when they evaluate the change initiative and face a dilemma of the way forward. The case briefly touches upon the approach of change management called Appreciative Inquiry used by the subject organization and its benefits for a better understanding of the context. The case can be used by various business schools for teaching budding human resource managers in general and students of organization development in particular. The objective of the case is to make students aware of various factors that play a role in the success or failure of the change process in an organization. These factors include: the role of an external consultant, the importance of and existence of a core team responsible for driving the change process and initiative and lastly the role of senior management as champions of change. The case leaves the students with a question about the way ahead for the organization on its pursuit of the path of change. The case can also be used by professionals in the industry to understand the commitment to change, drivers of change, resources required for change, sustenance during the process, problems encountered/hurdles faced in the change process, formation of the core team to drive change, the role of top management in the change process, the cycle of change and the use of Appreciative Inquiry as a tool to initiate and sustain culture change.