In this paper an attempt is made to showcase practice at a large university strategically managing change and transforming as a consequence of recent mergers which resulted in extensive restructuring and several challenges, viz. being multi-campus offering flexible delivery modes. The University is facing issues of, e.g. decreasing budgets, staff cuts, and decreasing student enrolments. Managing in this scenario is further complicated by the demand for efficiency and effectiveness, maintaining standards, while simultaneously striving for quality academic programmes and increased research outputs. In dealing with the challenge of managing the diverse human resource capital (at varying stages of growth and development), the University provides the infrastructure and learning environment to support staff to develop personally and professionally to enhance institutional performance. Strategically managing the challenges of change (internal and external) are in keeping with the principles of the theories of Senge, 1990 and 1994 (learning organisation), Goleman, 1998 (emotional intelligence and competence), and Thackwray, 1997 (pay forward and responsive evaluation). There needs to be support and development opportunities in all key performance areas of staff and ongoing review to meet their needs. The challenge for the University is keeping staff motivated to continue learning and improving.