This article analyses the capacity for climate change adaptation (CCA) in the Swedish electricity grid sector. Utilizing two perspectives from organization theory it directs attention to changes in the sector, from the 1980s until 2010, with radical change with an NPM-reform in 1996. For the time before 1996 findings indicate a high CCA capacity. The reform led to a reduction in this capacity through an increased emphasis on economic efficiency, although there also has been some room for robustness-considerations. This article shows that organizational culture and formal structure influence the capacity to adapt to climate change.