Hybrids are often thought of as mixtures of organizational models. This paper explores a case that shows how hybridization can occur along several dimensions and discusses how people handle and make sense of hybridity in several aspects. The case of -C to C- is interpreted in terms of an organizational process embedded in a hybrid setting characterized by hybridity in terms of strategic alliances, project organizing in a bureaucratic organizations, and company ideals in public settings. All these characteristics have in common that they imply hybridization between supposed opposites (c.f. Courpasson & Clegg, 2006). The paper displays how a sensemaking approach can be used to further the understanding of hybridization, through directing attention to how people handle uncertainty and ambiguousness in hybrid situations. The paper also point to aspects of hybridity not often discussed in the literature on hybrids; such as hierarchical power relations.