This is a bachelor thesis regarding a case study of reorganization, a type of organizational change. According to Ewenstein et al (2015), 70% of all organizational changes fail with achieving its purpose, a statistic that is drastically improved if the people affected by the change gets involved in the process. By studying an ongoing change project in a Swedish, growing servicecompany with its organizational structure we intend to highlight the importance of engaging the personnel when implementing change. With the support of theories regarding business culture, leadership and change management this thesis gives insight into how a new organizational structure is derived, how it is implemented and how the people involved experience the process. The focus is to understand how change leadership should be done and what role the business culture has in the outcome. The findings of the case study shows that the company’s new organizational structure is based on what the management finds most sufficient, meanwhile the employees just need to adapt to the new structure. Communication is a recurring theme, and it turns out that even though the company studied is considered to be flat and open by the people working there, there seems to be a lack of communication regarding the ongoing change which affects its outcome.