The purpose of this study is to examine whether hierarchically defined groups differ in their perceptions of how organizational distance has changed following a radical organizational change that saw one hierarchical level eliminated from the organizations’ structure. Interviews were conducted with employees atdifferent hierarchical levels, from the same workplace, who all went through anorganizational change during the spring of 2013. The change initiative that was implemented consisted of the removal of one hierarchical level from the organizational structure. In the two years since the implementation this study observed noticeable reductions in both structural and cultural distance within the organization, while the physical distance between workers and the closest ranking production-manager had increased. The study shows how communication and interaction across hierarchical levels contributes in reducing organizational distance, while structural factors remain which act to maintain existing distances. The importance of frequent communication throughout the change process will, according to the findings, promote enthusiasm and belief in the change initiative throughout the organization.