Strategic change is a challenging task for all well-established corporations which are highly dependent upon their prior success. By and large, strategic thinking of a company reflects somewhat years of successful and failed decisions made by the top management team, which in turn become their mindset and cognitive constraints as well. Pursuing changes in the strategy does not guarantee the success of a com-pany’s probe into a new era. Instead, good performance is not only a result of good execution but also the fit of strategy and organizational structure. In order to do this, every member in the company must believe in and do whatever the top managers de-cided. This is even more difficult than changing the top managers’ mindset and is the key to culture and organization changes. This thesis discusses whatever prob-lems that may exist during the strategic changes and how to react and then a case is used to demonstrate what we discuss here.