Large organizations establish departments for managing information technologies (IT) used to support their activities. Historically, this led to a view of the IT department as an important but costly technology-oriented department whose main activity was to keep things running. Recently, best practice has called for service-oriented management of IT departments. This report seeks to report from an organizations attempt to transform from technology- to service-oriented management. To structure the study we use Pettigrew’s framework for understanding organizational change, emphasizing the content, the context, and the process of the transformation. IT management principles of technology- and service-orientation are considered as the content. The context is taken into account from an organization-centric analysis of structures, people, management practices, and technical structures. Finally, a punctuated process model that focused on event sequences of the transformation effort guided the process analysis. We us this contextual approach couched in an interpretive case study to understand the transformation to service-oriented IT management, and by so-doing, offer lessons for how managers can enact this change.