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Harboro Rubber Company is a small manufacturing business which has managed a successful strategic change in a short space of time. The plan involved moving the company from an uncompetitive, loss‐making position to one where the company is enjoying growth and profitability. The distinguishing feature of the changes is the extent to which strategic decisions have been influenced by lower level employees who previously had no say in how the business was managed. Critical success factors which made the transition so successful are identified, the most important being the avoidance of programmatic change.