Almost all organizations sometimes undergo some form of transformation and reforms. How these transformations and reforms are designed, received by those it applies or implemented in practice may look different depending on who it is that is affected and for whom the reform applies.

The Swedish education system and the school are no exception when it comes to implementing reforms and transformations. The single biggest transformation in recent years for the upper secondary school is Gymnasiereformen 2011. The main task of the reform was to create a new structure for the upper secondary school. Gymnasiereformen 2011 began to apply from the school year 2011/2012.

The purpose of this study is to create new knowledge about an implementation of a reform in an organization, specifically the school, with traditions of inertia and an organization with street level bureaucracy and teacher´s idea of school governance.

The method for collecting and analyzing data is done through a questionnaire to upper secondary school teachers about the implementation of Gymnasiereformen 2011. As a methodological analysis tool, an analysis is made of the questionnaire responses related to previous research and the expectations that can be expected when implementing a comprehensive reform in school.

The results of this study show that the teachers' perception is that the implementation were led by the principals and that the financial resources for further training or time for teachers to familiarize themselves with the new reform to a limited extent. The teachers' view is also that the administrative work will increase in the long term and almost two-thirds of the teachers state that the new subject plans have made them add new content areas in their teaching. At the same time almost seventy percent have excluded only minor content areas. When it comes to the question of the teachers' perception of how the governance of the school should look, it is an overwhelming majority of the teachers who believe that the state should have a great influence over the school both in terms of governance and implementation of reforms.