The master's thesis explores how organizational culture can be measured and modified to assist management in the next stage of company development, and to show based on research conducted, what cultural dimensions need to be developed and what cultural dimensions need to be modified to make cultural change that will serve to Maras company in its strategic goals. In the first part, the paper deals with theory of organizational cultures, different levels of cultures, types and their differences. It also explains the connection, that is, the influence of management on culture and value creation. After that, since leadership is crucial part of organizational culture change, the paper analyses modern leadership theories and what are the tools that leadership can use to measure the culture in order to get insight that will be useful in deciding on a possible culture change. The last step is measuring the organizational culture in company Maras Ltd. with OCAI questionnaire and presentation of the results of the research. This paper provides information on how to measure the current organizational culture of the Maras Ltd. through Competing Value Framework and confirm the hypothesis, provide answers and theoretical model for understanding and changing the culture. The aim of the research is to gather relevant information and find out how organizational culture can be measured and diagnosed and how results can help management change certain aspects of current culture to support Maras Ltd. in business transformation. The results of the research can serve as a starting point for the creation of strategies for improving the management practice and business of the company Maras, but also findings could be applied to other similar companies in the industry.