Enterprise systems (ES) are important business software which can be difficult to implement, while the failure to account for organisational culture can lead to projects that are expensive and late. However most of the existing research has focused on national level culture. As such little is known of how organisational culture influences the implementation of enterprise systems. This ongoing research aims to address this gap by identifying whether organisational culture affects ES implementations and whether the effect of culture varies across each implementation phase. To address the research aim, data will be collected from a case study of a university’s implementation of a student management system and analysed using Detert et al's framework on organisational culture. The preliminary results indicate that organisational culture impacts ES implementation projects and these impacts may differ for each phase of the implementation project.