Organizational culture is malleable: this is the credo of the management literature on organizational culture. The aim is to use “meaning-transporting measures” to make employees aware of their organization’s “mission.” Employees are to be involved in the development of a cultural mission statement in order to reflect together on changes in the organization’s culture. The “incentive systems” should be designed in such a way that values such as “customer orientation,” “collegiality,” “willingness to innovate,” “quality awareness,” “conflict management” and “sense of community” are promoted at the same time. An internal “rotation of bearers of subculture” should contribute to the “promotion of internal knowledge and acceptance of the subcultural structure.” “Interdisciplinary learning group compositions” shall serve as a “measure of HR development” in order to anchor the organization’s propagated values in the organizational culture (Bleicher 1986, p. 105). Imagination seems to have no limits when it comes to proposals on how to shape organizational culture.