A structural-change case study in the systems area of one of the main insurance companies in Mexico is presented. This change is produced as a consequence of a need for improvement of the instrumentation effectiveness of an operational and technological transformation. We describe a) the changes that have taken place in the competitive environment, and in the organization, b) the strategic objective that justify the creation of such a transformation program, c) the evolution of the organizational structure of the systems area to a highly-fragmented functional structure, d) the problems that such functional structure caused during the transformation-program execution, and e) the organizational structure redesign to align it to the firm’s business processes. The inhibiting factors for change are analyzed, such as the dependency on the technology vendors and external consultants’ knowledge, as well as the internal factors of cultural resistance, and conflicting interests.