This paper looks at how corporate culture plays a key role in the success and failure of organizational change management. Such change attempts fail more often than not, not because of a lack of planning but because a corporate culture is not in tune with the intended changes. This study examines the role of culture in promoting and discouraging assimilation among employees by incorporating Kotter’s eight-step change model and Schein’s organizational culture model. The cultures of flexibility and innovation are also characterized by change; moreover, the works of Google and Nokia give an example of how positive and powerful an influence these factors are: when the competencies of the organization depend on hierarchy, the latter comes as a negative factor. It also provides recommendations on how to link culture with change management, such as constant evaluation of the culture, encouraging acknowledgment of the culture by all employees, and transparent communication from leaders. The study indicates that one cannot ignore corporate culture, as it is one of the key drivers that either fosters or undermines organizational change.