British automotive design philosophies, engineering traditions, organizational structures and managerial practices have been geared to the generally recognizable European product concept. This distinctiveness has been eroding due to the convergence of Japanese and North American trends towards European values. Regaining the competitive edge has become the challenge facing the industry. The present paper describes a determined attempt to do so. Earlier investigations had shown that, in automotive engineering, the attainment of customer-perceived superb ‘quality’ was the only assurance of market acceptability and competitiveness. Traditional design methodologies were demonstrated as inadequate and incapable of ensuring the attainment of product attributes in line with end-user needs and expectations. The subsequent evaluation of an alternative design logic indicated the need for a reappraisal of the engineering culture. The organizational, managerial and operational changes necessary to implement this new philosophy are described in detail. A preliminary quantification of the benefits reaped are presented. Scope for further improvement is shown to exist. Although the transition was broadly successful, different areas showed different rates of progress. This highlighted the need for a commonality of ethos, objectives, goals and understanding by all. Apprehension and discomfort was encountered at all levels, but was particularly evident among middle management. This underlined the importance of mutual trust, good communications and appropriate training. The continuing evolution of the automotive industry and the pressing challenge of competition will force ongoing changes in engineering organizations to meet new market needs. The likely directions of such changes in the management of automotive engineering work are outlined.