We often think of main organizations as having their own unique culture. That is true, but most organizations are also diverse. For example, the organizational structure of different units within the organization can be different. One unit can be divisional and another a matrix. The same is true of organizational culture. Different parts of the organization have different cultures. For example, subsidiaries of the company in different countries could have their own organizational culture. You may also observe a subculture within a group of employees performing similar functions, for example the manufacturing department. Different levels of organizational hierarchy could also have their own cultures. So you should not automatically expect that the culture we see in one unit or in the head quarters will be the same in other units. There can be three types of subcultures. Enhancing, orthogonal, and counter-culture. An enhancing subculture shares the values of the overall organizational culture, but it follows them more passionately. For example, if a chain of shoe stores is known for serving its customers well. A store that is located in an affluent neighborhood could be doing the best job in customer service among all the stores in the chain because expectations of customers who live there are higher. An orthogonal subculture also shares the core values of the organizational culture. And in addition to them, they have their own set of values. These additional values don't conflict with the dominant culture in the organization. For example, the IT department may adhere to the values of the organization, and in addition, have values that are specific to their profession. For example, they may hold monthly video game competitions to keep their team spirit high. A counterculture doesn't accept the values of the organization and challenges them. That doesn't necessarily mean destructive, even though counter-cultures may form in response to what they believe are negative traits in the dominant culture. For example, General Electric's health care division in India was tasked with selling GE's products locally. It was mostly distribution unit. But the products that GE was offering there were designed for rich countries and were too expensive to sell in India. That division decided to develop a cheaper, more portable version of GE's products that would be tailored to India's realities. And this went against the established innovation culture of GE at that time. Which assumed that new products were created in the developed countries, such as the US and Japan, and then sold across the world. The manager of the Indian division had to go against that established culture of innovation led by units in developed countries to have a product that his division developed, accepted within GE and sold to other developing countries. As you prepare for implementation, it's important to know what subcultures exist to your company. Some of these subcultures may hold values that could help you in the implementation, more so than the dominant culture at the company.