An autopoietic explanation is offered to explain the reluctance of a major international manufacturer of titanium dioxide to adopt a production process that might have enabled it to retain competitive advantage. Alternative explanations which focus solely on economic considerations and innovation difficulties are discussed, but it is concluded that they are merely part of an autopoietic explanation of a cultural blanket which engulfed the organisation. To support the argument, case evidence is presented on Tioxide’s operations with a focus on Burnie, Tasmania.