A results-oriented, action research, OD change program was instituted in eighty banks of a large Finnish banking system. Using a results-oriented framework common to all and consensual decision making, individual top management teams were able to emphasize different aspects of change. It was hypothesized that high performing banks would report more strategic changes, less operational changes, more changes emphisizing planning and implementation of changes, and less unplanned changes than low performing units. Consensually based reports of changes indicated considerable support for these hypotheses but with some qualifications. Implications of the findings are discussed.