This thesis considers how the development of Product-Service Systems (PSS) relates to cultural changes in the organizations doing the development. On one hand, reducing cultural shift is desirable to absorb shocks and reduce obstacles that come from internal relations. And on the other hand, the cultural changes may be an opportunity and a breakthrough - or even necessary - to develop PSS. In exploring the possibility of managing culture, the Analytic Hierarchy Process (AHP) was used to prioritize three possible actions to support the best culture to help PSS development. A survey was also carried out through sending questionnaires to nineteen experts. The results suggest that when people prioritized the three actions, the most important was related to pursuing “economic benefits”, and adopted “strengthen executive support and performance management”. This study proposes a portfolio of practices which is targeted at deep into the prioritized action and figure out an action plan as well as some sub-activities around the four quadrants which formed by the integration of Fulfillment, Informal, Innovation, and Formal approach. And each action and planning could still be applied to PSS development as well as other changes, prepare organizational culture changes and create a more harmonious enterprise culture.