This document identifies the current culture of SOFASA that would be affected by the departure of Toyota as a shareholder of the company, from January 2009, and possible actions to be undertaken by the department of the HR to deal successfully change in the organizational culture of SOFASA. To realize this, the interview was used as a tool applied to some employees SOFASA, possessing extensive knowledge of the organization and different cultures, Renault and Toyota, amalgamated resulting in a culture, in this case the Culture SOFASA. Similarly, the results of the interviews and analysis, using as a tool to influence, which allows to identify the practices that should not lose SOFASA Toyota as the great legacy of Toyota to SOFASA” . Finally, some conclusions and recommendations are made by researchers on items that are most visible and necessary in the proper functioning of SOFASA, for the step of Toyota in the company.