Date: 2 June 2024. Level: Master Thesis in Product- and Process Development, 30 HP. Institution: School of Innovation Design and Engineering, Mälardalen University. Authors: Bilal Berhe Nourhussen, 18 May 2000. Isias Afork, 14 February 1998. Title: Change Management, Organizational Cultures & Mitigating Resistance. Supervisor: Carolina Jarenius, Åkers Sweden AB. Satyam Paul, Mälardalen University. Keywords: Change management, Organizational culture, Resistance, Change-initiative, change agent, Change, Culture. Aim: The purpose of this study is to examine how rigid company culture affects a change initiative, particularly focusing on the mechanisms that hinder successful change initiatives in the scope of culture within organisations. Research Question: How does a rigid company culture impact the process of digital transformation, and what can be done to mitigate resistance from the workforce? Methodology: This study has been done by applying an abductive approach based on established theories, as well as qualitative methodology, to gather the necessary data. Books and scientific articles have been utilized in writing the theoretical framework. Empirical data was gathered through both formal and semi-structured interviews involving various workers occupying different positions within the company. Conclusion: This study concludes that rigid cultures and organizations impact technical change initiatives negatively. In the case of Åkers Sweden AB, the initiative is perceived as a surveillance tool rather than a way of trying to increase efficiency and productivity. To mitigate the resistance, companies should focus on their employees, try to increase involvement and strengthen their communication.