This research examines the reorganization of a college following mandated department eliminations resulting from statewide budget cuts. This focus on leadership, culture, and mission and strategy was undertaken using a qualitative case study methodology. Analysis followed Spradley's (1980) domain, taxonomic, and componential analyses. Results indicate the roles of individuals, leadership, and perceptions were all influential throughout the change process. The article concludes with implications for practice and recommendations for leaders facing the potential of reorganization.