This paper examines the psychological aspects of reinvention by initially discussing the case of a failed reinvention in a Large Engineering Organization (LEO). The change involved initiation of business planning in each of its three major plants to spur development of new products and value-added products. This required altering mindsets or routines. Routines had to be changed with regard to the behaviour of individuals at junior levels, actions at senior levels, basis for actions, norms for sharing information, assuming responsibility, communicating expectations, working across functions and so on. When there is little attention paid to altering routines, change programme does not stand much chance of success