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This paper consists of an interview with Morag Mathieson of The Glenmorangie Company.

A series of questions were posed to Morag concerning, amongst other things, the Learning Centre in Glenmorangie.

Morag provides information about the training courses that she runs.

Morag points out that the training is changed according to people's needs.

The purpose of this paper is to share the learning gained from the experiences of The Glenmorangie Company in driving a step change in quality awareness within the business.

The approach is taken in terms of raising standards in the organisation through a competency training and development programme, using a top‐down approach to deliver against stretching business targets.

The approach used at The Glenmorangie Company echoes the findings documented in the CIPD research paper “Managing change: the role of the psychological contract”.

When considering embarking on any programme requiring a step change in business performance where a change in culture is vital, this approach will enable you to optimise its success, gain employee support to ensure sustainability and improve both employee and business performance.

This case study will be of value to all those involved in improving business performance, providing a clear, structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.

To share the learnings gained from the experiences of the training and development manager at The Glenmorangie Company.

The practical approach taken is described in terms of getting management buy‐in to training and development through a bottom‐up approach.

The experiential approach used at The Glenmorangie Company echoes the findings documented in the CIPD research analysis paper based on 2005 Training and Development Survey.

When considering implementing new learning initiatives this approach will enable one to optimise one's success and prove sustainability, through managers' commitment and employee engagement.

To all those involved in training and development it provides a practical step‐by‐step approach to making effective learning interventions that managers are committed to adopt.

The purpose of this paper is to describe how whisky company Glenmorangie improved quality awareness following its takeover by luxury‐goods firm Louis Vuitton Moet Hennessy.

The paper details the consequences for the workforce of Glenmorangie's move from selling primarily to retailers and focusing mainly on compliance, to targeting premium bars, clubs and hotels, which called for products of uncompromising quality and visual perfection.

The paper reports that operators now have increased confidence in their authority and competence and understand that they have the authority and responsibility to stop the production line if they suspect that the product does not meet the highest standards. Quality is now recognized as the No. 1 priority throughout the business.

The paper highlights the key role employee support in achieving culture change.

The paper provides a structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.