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Using the organisational culture profile (Cameron 2011), it could be said that Michelin's Group executive leadership had a mix of clan and hierarchical culture. Almost all of the members of its group executive committee had long tenures at Michelin and were traditional and bureaucratic. On the other hand, the senior leadership in America was more optimistic and open to risking resources, like the adhocracy culture, but needed buy-in on new ventures from the group executive in France. The challenge for Michelin's group leadership, when pushing their change agenda through, will be to empower the group leadership to make actionable decisions without the constraints of bureaucracy and hierarchy prevalent within the executive team.

From a cultural perspective, Michelin had a hierarchical and product-focused culture. Even though the company has a strong global presence, and nearly half of its employees work outside of Europe, the de facto power and decision centre for the company is the corporate headquarters at Clermont-Ferrand, France, and all but one member of the Group Exec committee is French. In terms of the organisational culture profile, Michelin is trying to move from this hierarchical culture to an ad hoc culture. The challenge with this is to empower the employees to move from a product-driven and ROI-oriented culture to an entrepreneurial and risk-taking culture, which would require a new set of skills and a new mindset.