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The paper begins with the idea that in a large energy enterprise, formed by merging several energy companies with a mining company, the organizational culture is the key to success. The paper underlines the close connection between the organizational culture and the enterprise efficiency. The organizational culture supports the economic and social efficiency, the adaptability in the competitive context and the company which has a strong organizational culture may be saved from the consequences of unfavorable economic and social environment. The organizational culture is very important in supporting the targets of profit growth of the company. The application of such a strategy materializes in activity excellence, product quality, customer satisfaction, employees' commitment and partner mobilization. This is the bases to create the organizational culture and principles which support its further growth. From the analysis on organizational culture we concluded that the success of a company, formed by merging multiple companies, is determined by a new strong organizational culture. Consequently, the organizational culture is the one that provides a new logical direction to the activity and inspires and motivates its employees. Also, the paper includes a few basic elements which represent the creation, the delivery of cultures from the companies which merged, the maintenance and the development of a strong organizational culture, support of a competitive organization, achieving a series of organization inter-cultural relations, building company image, ethics and social responsibility of the company, crucial areas for the competitiveness of the analyzed energy enterprise within the dynamic competitive environment. Another view of cultural organization is the study of the company in terms of technologies used. In this case, the study of an organization chart may be revealing, indicating the extent to which certain sides may be dominant: finances, production, administration - able to impose a certain set of beliefs, which do not always provide the efficiency of the company, now and in the future. Therefore, organizational life is complicated, with various subcultures that coexist within the dominant culture. Different locations, different occupations and professions senior executives / management, skilled / unskilled workers, different level management with its characteristics on activities, establish their relations and have their own view on the enterprise and their typical answers to existing situations. [ABSTRACT FROM AUTHOR]