Organizational change around diversity and inclusion does not occur rapidly in higher education. As institutions strive to deliver on their espoused goals, values, and mission to reflect the social and cultural demographics representative of the state, society, and world, many argue the importance of strategic diversity plans. While recruitment and retention initiatives for faculty, staff, and students remain a priority for institutions, it is becoming increasingly evident, particularly for the public good and sustainability, that diversity plans evidence progress and success. The chief diversity officer often leads these organizational change efforts. This paper is a case study of a public research-intensive university's successes and challenges with institutionalization of a diversity plan, including implications for effecting change in the campus organizational culture.