The private sector has been moving toward the idea of consolidating administrative functions within organizations since the 1980s. While this sector has traditionally implemented shared services with cost reduction in mind, traditionally through economies of scale, many universities across the country have begun to explore the concept of managing the research enterprise with hopes of finding an enhanced model for supporting operational and administrative processes. While several university-based shared service campaigns have allowed for reinvestment of time and money into mission-critical endeavors, the complex realities of assessment, design, and implementation make it a potentially daunting undertaking. This manuscript describes the strategic challenges of implementing a shared service model for organizing research administration at a major academic medical center, Thomas Jefferson University.