In this text Jaap Boonstra describes how successful businesses regard their organizational cultures and the motives for them to change their cultures. Many businesses regard culture as the identity of their organizations. This view of culture that was developed 30 years ago still has value today. Businesses also see culture as a learning process. In recent years, there has also been awareness of differentiated cultural values as a source of conflict. These tensions between existing cultural values may be a source for renewal and innovation. This new perspective regards conflict as a source of radical renewal. The culture of an organization is inextricably connected to the strategy, structure and systems of the organization. More than ever, the meaning for customers is the key element. Leaders who choose strategic and cultural change in organizations choose a change process in which the values for customers, employees and external partners are increasingly clear. Leaders play an essential role in this process of value creation and giving of meaning. The text sheds light on different ways of looking at organizational cultures. This multiple view helps leaders, managers and employees to choose how they want to work on their own organizational culture.