This discussion case presents various issues which arise when an organization must change the structure of the IS function to support a new (and, in this case, process-oriented) corporate structure. Students will (1) learn about different roles and structures for an IS group in an organization, and in particular, • consider the implications of centralizing versus decentralizing IS resources, • understand the need to balance business knowledge, responsiveness to clients, technological expertise, and cost- effectiveness of operations, • explore the possible roles for an IS group in the context of a corporate reengineering exercise. (2) discuss and analyze different alternatives for implementing the new structure, and in particular consider the implications of revolutionary versus evolutionary change.