This history and case study of the transformation of a private Catholic junior college to a branch campus of a private Catholic university system is one of successful organization change achieved through entrepreneurial leadership, resilient culture, teleological change processes, and sound business strategies. The use of the term "transformation" is appropriate here because what developed was literally the cessation of one process and product and the start-up of another. The process and product that ended were the development and delivery of an associate's degree for which, for a number of reasons, a market no longer existed. The process and product that took its place were the development and delivery of a range of products--bachelor, master, and doctorate degrees--all with the vibrancy and relevance necessary for today's global environments. The transformation is particularly noteworthy because of the depth and breadth of the change. The retired process had been in place fairly untouched for nearly seventy-five years, functioning with relatively uncomplicated processes. Over time, additional minor programs came and went, but an associate's degree remained at the core. The student body stayed generally at 500 or below. Within six years, the organization, using the same facilities and staff, welcomed students from China, begun offering residential housing with a meal plan, and will be offering fifteen undergraduate majors, six master degrees, and a doctorate degree. The student body is now over 1000 and expected to climb steeply as new health sciences degrees are implemented. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]