The article aims to understand the process of strategic repositioning, focusing on a family-owned chemical company in the metropolitan region of Porto Alegre. This process began when the founder's son took over as chairman of the company and began to implement a process of organizational change focused on the introduction of an innovation culture, emphasizing the important role of leadership to gain positive results. The research is characterized as a case study with qualitative methods. Data were collected through interviews with eleven leaders of the organization, and then analyzed through narrative analysis. The key results show that the strategic repositioning process was conducted in three main stages: (i) replacement of directors; (ii) replacement of second-tier professionals and hiring of new workers that fit the newly designed profile; (iii) adoption of a command structure with less hierarchical levels to facilitate contact and knowledge sharing among the various departments.