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Examines the response of a utilities company (UtilityCo) to the commercial pressures associated with privatisation and a requirement for it to genuinely change employee expectations about the future ways in which the company would need to operate. It describes a cultural change programme centred on a workshop methodology embracing all 2,000 of its employees. The components of the specially designed workshop are described along with the linked rationales for creating change readiness in the delegates. A review of key organisation challenges and the identification of probable solutions are described and also linked to broader organisational development activities (e.g. employee communications). The evaluation processes showed a positive impact had been achieved and five key lessons are emphasised as important: a true understanding of what is required at the level of the individual employee; management buy‐in; sound evaluation; a plan for subsequent change management interventions; the need for knowledge management/embedded change.