The purpose of this chapter is to question—more, to problematise—the ability of the vast Organisational Identity literature to add true value in practice in terms of its understanding power at the coal face where organisations are grappling with their identities. The findings from a large-scale organisational intervention by a major global, South African organisation is used as practice reference point for our discussion. The understanding power in practice of existing Organisational Identity theory is tested rigorously through this intervention to expose the strengths and weaknesses of extant Organisational Identity theory. Recommendations are made to strengthen existing OI theory.