This paper describes and explains the process of organizational change experienced by British Nuclear Fuels (BNFL) during the late 1980s. BNFL went through a major transformation in management values and practices to survive in the new business environment characterized by government deregulation and fiercer global market competition. The paper describes both the historical and the prevailing management behaviour as well as the strategy utilized by BNFL＇s top management in their change process. The key factor in the process of change seems to lie in top management commitment and a fully integrated set of actions involving different sub-systems of the organization.