Time is often mentioned as a key aspect of organizational culture and organizational change. However, the role of time has rarely been explored in direct relation to organizational change. This article presents a case in which time was used as a catalyst for organizational change. The case shows how time can play a role in organizational change. In the early 1990s, one of the largest conglomerates in Korea introduced a new temporal scheme, which replaced the standard working hours. We examine the case to find out how a new temporal scheme affected various aspects of culture, which in turn caused changes in organizational members' behaviour and attitudes. Our discussion focuses on the new temporal system's contribution to facilitating organizational change in three ways: a) by creating a sense of crisis for change, b) by generating new ways of working, and c) by enhancing awareness of time as a resource.