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This case describes the successful journey of organisational renewal and change for a food company facing a changing world of consumer tastes and fierce competition. The first part of the case shows how traditions, a strong founding leader and a previously successful operational formula can lead to a competency trap and organisational inertia. The main part of the case focuses on the years 2002-2006, the challenges of managing change and the role of a new Marketing Director, Richard Murphy. He is tasked with making the company market orientated over its current model of production schedules and efficiencies. The case reveals the important role of understanding and tackling resistance to change, managing multiple and diverse stakeholders, engaging customers and personal resilience in leading change. The case also highlights that change takes time and that paying attention to political and social networks is as important as the content of the change itself.