This article analyzes the strategic change made by a federation of Brazilian industries, using as a theoretical approach the context of dimensions, content and process suggested by Pettigrew (2013) for the study of the subject in organizations. The research, characterized as a qualitative case study, used as evidence, interviews, documents and publicly available files, in order to answer the main question: how were the strategic changes carried out in the FIEC system, from 2009 to 2014, in terms of their context, content and process? As a result, it was possible to identify an external environment characterized by low levels of investment, innovation and productivity, and na internal context for the review of strategic planning. The content of the changes included information technology projects, marketing and costs. In terms of process, projects were observed, in the environmental assessment carried out by the strategic leaderships, that despite starting at different times, were developed as part of the same strategy that attempted to break with the culture of passivity, seeking an organizational intelligence that would form part of the work of the organizations.