External pressures such as limits on funds through reduced allocations from the state, community pressures to deliver positive impact to the local region, increased competition from for-profits, and changing demographics of the student body all seem to point to the idea that the traditional large, public research institution will need to make some fundamental changes to survive. While universities have adopted various technological and process changes over the past few decades, the question of whether these changes have been effective in preparing their organizations for the future is still unknown. Though several examples of institutions implementing changes can be found, Arizona State University has been much publicized for the broad scope of changes it has undertaken since Dr. Michael Crow became its President in 2002. ASU was examined to determine if effective change occurred as compared to its original intended direction and to see if other unintended changes (for good or bad) have occurred because of this effort. Many of these changes point to a different approach at large, public, research universities that could be helpful in sustaining their efforts. Other approaches and objectives ASU undertook in the adoption of the New American University are unique to its particular situation, and only those institutions finding themselves in similar circumstance may find value in such approaches. Additionally, Dr. Michael Crows leadership approach to effecting strong change is discussed as a model for potential use.