Culture is a significant element when conducting a transition to open innovation. Corporate culture can be understood as the system of behavioral norms and values as well as firmly-locked beliefs, typical for a single corporate structure, seen as a separate social unit. Corporate culture largely determines the character of the working process in a corporate structure. This is the reason why culture must be aligned with the organization’s strategy, goals, vision, and business model for long-term success. If those components do not overlap the majority of the company’s ventures will be doomed to fail, and the risk, imposed by such outcomes when participating in OI initiatives is not to be underestimated. Corporate culture is often deeply anchored in the working team and can be hardly influenced. Furthermore, conventional corporate culture includes the “not invented here” attitude and the “crown jewels” understanding, which are major hurdles for effective OI participation. Hence, such beliefs in the corporate culture must be dealt with, before commencing any OI initiatives. Potential strategies include amending the corporate structure, conducting a more open communication process, organizing events and ceremonies, rewarding team-members and above all – effective management behavior and leadership.