The purpose of this document was to construct organizational culture profiles using the average "Now" and "Preferred" scores from the Organizational Cultural Assessment Instrument (OCAI) to obtain a pictogram of how the culture current for Medicaid Integrity Group (MIG) is the preferred culture. Organizational culture is not simply any thoughts, values, and actions, but rather unifying patterns that are shared, learned, combined at the group level, and internalized by individual members. The OCAI results provide a clear picture of the MIG's operational culture in terms of behaviors believed, expected or implicitly required and indicate elements that could be modified to alter the current classification of the organization from a hierarchical culture to a clan culture. In contrast, hierarchy focuses on rules, policies, procedures, efficiency and control and is the exact opposite of clan which emphasizes family, loyalty, commitment, cohesion and morale. Organizational Culture Profiles In many organizations, corporate culture is typically found to influence everyone. Culture matters because it can influence human behavior, it can be difficult to change, and its near invisibility makes it difficult to address directly. The MIG's current and preferred culture shown in the OCAI in Appendix A focuses on a few key attributes of the organization. The OCAI is a key component in helping the MIG understand and conceptualize their organizational culture, its nature, determinants and predictions, as well as the relationships between different sets of culture variables. Organizational culture is widely considered one of the most significant factors in driving organizational change… half of the document… a pictogram of how the current culture for the MIG matches the preferred culture. First, from the perspective of where the current culture of the organization is, and second, from the perspective of where the culture of the organization should be. MIG's current culture indicates that they experience a hierarchical culture but would like to start working more like a clan culture. The organization's profile indicates a large difference between the current and preferred situation, which means that changes are desirable. Organizational culture is just one of the many pieces that make up the puzzle of public sector organizations. As such, it should not be considered the answer to all organizational problems, nor should it be applied to all organizational aspects. Organizational culture profiles can be a starting point for solving problems, but also a way to create problem solutions.