At varying paces, governments are aggressively pursuing e-government strategies with the expressed objective of capturing the efficiency that ICTs can provide. However, more often than not these strategies are being implemented within the existing organizational structures and practices of governments, which can, by their nature, thwart rather than advance the objectives. This chapter examines some key aspects of organizational change required by governments to make their e-government strategies successful. The change imperative entails a hard look at many of the structures, processes, cultural issues and management practices prevailing within the public sector. This chapter identifies government success factors for several organizational entities involved in e-government and assesses the implications for organizational change on government structures, work practices and culture.