We are entering the age of organizational culture and change as the leitmotif of success. Post-financial crisis, business leaders are faced with the prospect of a new low-growth era, where new regions and market opportunities are an imperative to pursue. The historical lesson is that strong corporate cultures and values such as innovation and trust are the drivers of growth and performance, but these values are not discovered; they must be created. If complex organizations are going to innovate and deliver on their promises to customers, clients, shareholders and stakeholders, they must be able to align and coordinate across a distributed network internally and externally. Systems of control fade in importance, and culture and trust with accountability become more important. Communication and coordination move from vertical to horizontal channels, and formal organization is replaced by informal social networks. Can firms make this transition? Can cultures change? Can universities and professional schools lead this charge by their teaching, research, and example?