This paper focuses on a multi‐year effort to change the organizational culture of a very traditional IS unit into one that is “learning organization” and “client service” oriented. It describes the steps taken in the first two years within the context of John Kotter’s “eight‐stage process of creating major change”. The paper sets forth the intent of each phase and the practical steps that have been taken to bring about the desired change. It approaches the process from the perspective of the CIO (the initiator of the process) with a practical appraisal of its success to date from the viewpoint of a long‐time university staff member.
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