A company’s organizational culture is critical to its success internally and externally. The company’s founder is the creator of the organizational culture, which is set of values, ideology, attitudes, expectations, and beliefs shared by all employees. (Williams, 2014). It is important for the company’s senior leaders, middle managers, team leaders, and employees to understand the company’s culture. Is it possible to change a company’s organizational culture? It can be difficult and leaders should focus on changing controllable aspects of the culture versus the full organizational culture. Williams (2014) identifies the behaviors of employees, and symbolic artifacts such as dress code and office layout as key controllable aspects that can be influenced by selecting the right employees. In addition to the internal components above that will influence a company’s organizational culture, there are external components such as general environment (economy, technology, and legal trends) and specific environment that are unique to the company that will affect their day-to-day activities. (Williams, 2014). The challenges that John Compton has as the company’s president is that the culture was already in place, the unwillingness of the executive staff to adapt to the changing wants and needs of their clients, and failure to compete with the competitors, which are examples of specific environment components. The fact that the company was no longer competitive within the industry indicates that although the need was there the executives failed to sustain a competitive advantage and did not want to relinquish control and authority through the adoption of a project management methodology. The importance and need for the company to establish an enterprise project management methodology (EPM) was not new to the executives and instead, the year before they chose their