This paper reports the findings of a study1 carried out at the Queensland University of Technology during the Spring of 1989. Its purpose was to record perceptions of change at the institution since 1983 as seen through the eyes of senior staff. The study found that by reacting to new social and economic imperatives senior management made changes to the structure and management procedures of the institution. This has resulted in more streamlined planning and budgeting methods and has increased the accountability of staff. The changes have also resulted in a changed culture; from being fundamentally a teaching institution to one which is more attuned to the hard edge of the marketplace. The vision of the new institution is that of a proactive, dynamic and competitive organisation while remaining responsive to local and national needs. At the same time change has taken its toll and it has been suggested that personnel will require continued support if the changes taking place can have a salutary effect.