Of all the aspects of transforming mass-market information legacies, the requirements of broad and deep corporate culture change were the most challenging. The firms in the research addressed the cultural roadblocks to informating and the dynamics of cultural change from two perspectives.  The first perspective addresses the cultural roadblocks themselves.  The second perspective explores the issues surrounding the cultural change itself.   Culture can be defined as how the firm thinks about and subsequently approaches its business.  Most firms in the research found that their approach was not aligned with the firm’s culture.  As a result, the informators quickly found themselves amidst corporate chaos.  The misalignment had a direct correlation to the bottomline impact of the information transformation.  Much of the impact came through innovation.  More specifically, transforming the information legacy requires an organization to think differently and think about different things.  This type of thinking can be called “Information Think.”  It appeared throughout the research that most firms were not ready to “think” about their business with the new atomic level of information.  They were comfortable with summary information and high levels of uncertainty in business decisions, with what they did not know about their business.  Also, the speed at which they transformed themselves was reflective of intrinsic issues of corporate culture.  Such issues include:

·        What is the speed and tenacity of transformation in the organization?
·        Do the information visionaries have power and tenacity?
·        Will the inherent culture doom information transformation prematurely?
·        Is business and IT strategically and informationally aligned?