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This is the first of a three-case series (395-107-1 to 395-109-1) which aims to contribute to our understanding of strategic change in transnational corporations. This case describes the prevailing conditions within the company and the industry, and presents three alternative organisation structures. Case (A) (Epilogue) (395-108-1) describes the recommended model, and the (B) case (395-109-1) considers the different ways it was implemented across Europe. The cases illustrate the trade-offs which have to be made between an ideal strategy and one which can be implemented. They show how a certain vagueness in the design of a change initiative can lead to creativity in its implementation and how establishing ''a new way of changing'' enhances future adaptability.