On the Stony Brook University campus, there is literally a highway that divides the general academic side of the campus from the health sciences and hospital side. For more than 40 years, the Health Sciences Library and the University Libraries had been administered separately with different directors, budgets, staff, and organizational cultures. In 2010, the decision was made to merge these two libraries for reasons currently common to many large research university libraries, including administrative efficiencies and cost savings. While this merger has not been without obstacles and unexpected complexities, it has also presented opportunities for improved public services. By striving to make services more uniform for all users, many positive changes occurred rapidly. The authors of this article conclude that one of the main lessons learned is that it is essential to have an overall shared vision for successful reorganization. Without this, the process will devolve into conflicting and time-consuming projects that may or may not accomplish their purpose. Merely changing the names of departments and rearranging job duties will not solve all of the problems facing public services during this difficult time of transition. Libraries must be continually responsive to emerging academic, societal, and technological trends to align themselves with their institutional missions.