Although many authors have „studied‟ culture within the context of IS/IT there are few examples of academic research which have developed approaches that reflect the dynamic and complex nature of organisations undertaking integrated systems implementations. Those that have, have tended to focus on corporate culture and have paid little attention to the micro-cultures or in fact the lack of culture within the organisation. Studies which take a more inclusive approach require call for longitudinal studies of an ethnographic nature as well as an understanding that cultural change is an emergent process that cannot be undertaken as a snapshot in time. The aim of this paper is to illustrate how this has been done using a three year study of an integrated information systems implementation, the Strategic Information Technology Services (SITS). It develops the concept of the „cultural kaleidoscope‟ to provide insight into the changing nature of culture within organisations and the multiple perspectives of those stakeholders affected by the implementation.