1. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.
2. Considering the difficulty in changing organizational culture, why does Hillton’s management seem to have been successful at this transformation?
3. Identify two other strategies that the city might consider to reinforce the new set of corporate values.

Thirty years ago, Hillton was a small city (about 70,000 residents) that served as an outer suburb to a large metropolitan city. The municipality of Hillton treated its employees like family and gave them a great deal of autonomy in their work. Everyone in the organization (including the two labor unions representing employees) implicitly agreed that the leaders and supervisors of the organization should rise through the ranks on the basis of their experience. Few people were ever hired from the outside into middle or senior positions. The rule of employment at Hillton was to learn the job skills, maintain a reasonably good work record, and wait your turn for promotion.