Changing the language in an organization is a major organizational change. In this article, I discuss some of the organizational challenges for one specific language change implementation, taking the stance that language change must be treated as any other organizational change for it to have an effect. I work with the case of the Danish tax authorities’ language project aimed at producing more readable letters. The empirical data that I work with are two qualitative informant interviews. One recorded at the language project’s headquarters where they lay out the general lines for the project, and the other at the payment center where they use the revised letters.