This paper describes the Louisville Water Company's (LWC) extensive organizational transition to face the future as a competitive enterprise. The transition allowed LWC to be more flexible, respond quickly to change, and meet increasing customer demands and expectations. Information sharing across traditional functional boundaries is necessary to respond quickly and effectively to change. LWC determined that the existing proprietary mainframe data processing system could no longer meet the needs of the organization in providing the right data, in the right format, at the right time for key decision making. Therefore, LWC committed $2.5 million in hardware, software, and consulting services over 3.5 years to complete the transition from a closed, proprietary system to open systems architectures.