The purpose of an information strategy is to highlight the extent to which a modern, complex organization depends on information, in all of its guises, and to consider how this strategic asset should be managed. This dependency has always been present and nowhere more so than in universities, whose very purpose is built around information and its conversion into useful knowledge. But it has been felt with ever greater keenness since the advent of the IT revolution thirty years ago and with the catalytic force of the World Wide Web since 1993. During this time, as the complexity of the landscape has increased and the opportunities for sharing information have multiplied, the notion of information management has emerged as both a discipline and an important tool of modern management. This notion should lie at the heart of a university's information strategy. Whether improving access to learning resources and research collections, developing management information systems to support decision making, or facilitating better communication, the information strategy seeks to emphasize the importance of good information management. It also strives to relate this causally to the overall success of the organization, whether in terms of academic achievement, financial health, or general efficiency. And therein lies the principal challenge and the main focus of this article: to consider how best to ensure that information management, broadly defined, can both influence and facilitate corporate strategy. The type of information strategy that emerges will depend on local circumstances, but this article makes the case for a strategy that is both assertive of the role of information management and ambitious on behalf of the university. (Contains 1 table and 1 figure.)