Sets out the attempts to bring about strategic change at Timex at Dundee over a 50 year association with the city; Discuss the problems of moving from a mass production, make-for-stock strategy to a subcontarcting, make-to-order strategy in context of the Timex corporation's global strategy and organizational configuration; Discuss the role of leadership, management style and human resource management in bringing about culture change; Explains the problems of Timex as a failure of the US and home-based management to think strategically and think culturally.