This case study describes the process of integrating the library, computing and telecommunications services in a university. Within the last two years, a new manager in the newly created position of Chief Information Officer merged these diverse organizations. We will describe the techniques used during the first year to foster communication, develop new strategic direction, and create and implement a new organizational structure. We will focus on establishing leadership, the organizational change and operational planning process, and the initial implementation of the new organizational structure. We will describe some of the problems and obstacles that needed to be addressed, including new management’s establishment of trust and control, creating an environment for change, managing change amid strong time pressures, human resource issues, and resource constraints. It is expected that many of the issues that arose during this merger will be addressed by organizations in other industries as they attempt to evolve from technical IS groups to more customer oriented organizations.