Information technology (IT) plays an increasingly important role in today's business environment. To be competitive and responsive, it is critical that information be readily accessible to staff so that appropriate decisions follow. Business and IT decisions must be in concert with each other; IT must anticipate and support organizational objectives. Integrating information technology with business strategy requires that the business objectives be clearly stated, that business and information systems (IS) staff educate each other, and that continuous communication between these two groups occurs so that the IS organization develops those systems that meet the needs and objectives of the organization. This paper examines several models that outline the mechanics o f IS strategic planning, with particular emphasis on organizational structure, human resources, and business process reengineering. A case study of the process within UCSD's Resource Management and Planning forms the framework for the discussion. An undertaking such as that outlined above requires a tremendous investment of time, an ongoing commitment from the organization's senior management, and a transformation of the information systems function. These actions must be accompanied by changes in the organizational culture with respect to people, process, and product. All staff must be knowledgeable about the business strategy; each should look at processes as opportunities for improvement through the application of IT; and each must be challenged to think and act beyond traditional boundaries so that business outcomes meet customer expectations. It is only by taking a systematic and holistic approach to IT deployment that an organization will truly reap its benefits.