This chapter describes what happened over time in five different hierarchical positions after a corporatization reform initiative in the Swedish state-owned mail enterprise. The study shows that the corporatization panacea was translated, as opposed to using other solutions such as instant implementation, decoupling or rejection. It was also evident that the different actors within the organization rationally calculated the appropriateness of the panacea, depending on which options they perceived in their specific contexts. Likewise, the translations changed over time. Based on the findings, the chapter ends with some recommendations for those who intend to introduce a management panacea (top-down or bottom-up) in such a way that it can be adapted as smoothly as possible within the organization.