I am not your hero: change management and culture shocks in a public sector corporation

Purpose – A description of the managerial impact on change processes during a takeover with middle management in the telecom industry. Design/methodology/approach – The approach is to use storytelling as a form of analysis of different positions within an organization, as described in a case study. Findings – By not including the voice of the middle managers, higher management runs into problems in the implementation of change processes. Research limitations/implications – By using narratives as a source for analysis, the paper does not try to gain objective insights into change processes. Practical implications – Resistance to change can prove a safeguard against too optimistic change. Originality/value – The paper shows that several layers of change that interact with one another as proof of the confrontation between grand narratives and ante‐narratives.