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Since its establishment in 1973, LUXOR SA had come to occupy a strong position in the international market. However, important changes were occurring in the international computer market which the company had to take into account. Increased market pressure and a more demanding clientele was drastically changing the role of salespeople; instead of selling ready-made products, they began working with the clients, identifying their specific product needs as well as advising them on appropriate market strategies. Salespeople had to have higher technical and scientific competences, financial and marketing knowledge, and negotiation skills. It seemed evident that LUXOR SA needed to design a program that would prepare and help people progressively handle organization and market changes. In late 2003, the new CEO decided that a structural reorganization and policy revision would be necessary to maintain a viable position in the global market. Keeping in mind the external changes in the business, LUXOR SA intended to take the steps needed to become an innovative, trend-setting, marketing-driven organization. This case may be used in conjunction with the case 'Organizational Learning at LUXOR SA'.