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This is the first of a two-case series (408-034-1 and 408-035-1). This two-part case study describes the initial merger and cultural transformation of Aviva''s Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case (A) describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management''s priority was to restore profits, but behind the scenes a new corporate culture was becoming imperative. It shows the tensions that arose from the need for rapid gains in efficiencies but also for longer-term approaches to the business that required careful nurturing and attention. It ends as the executive team''s presentation of the new philosophy - ''to be a service provider with insurance at our core and care at our heart'' - is greeted with complete disbelief by employees. Case (B) describes what action was taken to overcome skepticism and successfully implement the new philosophy, actions that required significant change to the organisational culture.