Residents of Uganda are expressing frustration over a recent decline in electricity service following the shift from UMEME to Uganda Electricity Company Limited (UEDCL). The issue stems not from immediate failings, but from the inherited institutional culture of the newly transitioned company. UMEME, operating as a private entity under a commercial model, prioritized efficiency for its survival. UEDCL, however, now operates with a different set of priorities and ingrained practices. This transition highlights the challenge organizations face when absorbing pre-existing institutional cultures. Many observers are overlooking the fundamental reality of this cultural shift as the root cause of the current electricity issues in Uganda. The situation underscores the need to address cultural integration during organizational transitions to maintain service quality.