Within the past three decades, institutions of higher learning and business organizations in the United States have encountered new challenges such as environmental uncertainties, funding, and global competition in attracting and retaining students. Due to the ongoing environmental challenges, some institutions of higher learning have either curtailed their programs, restructured, or closed down unviable centers, while others have expanded their programs. In the process of overcoming organizational challenges, some institutional leaders have evolved strategies and innovative practices such as recruiting international students, faculty, and sending their faculty to other countries. These institutions consistently advertise and hire more minorities and women in strategic positions, diversify undergraduate and graduate curriculums, offering off-campus, online, and e-learning courses, locating facilities where the students live, and consistently shifting strategies to meet the needs of their constituencies to complement their traditional concepts. The purpose of this exploratory qualitative case study was to examine the challenges of how a church-based institutional leadership team helps its organization go through change and still maintain the concepts of its evangelical traditional mission and identity. The study specifically investigated how the leadership of one Christian institution, ABC University in the Midwestern United States (ABCUMUS) transformed its strategy while maintaining its evangelical traditional mission and identity. ABCUMUS' first mission was to educate students who had a calling to pastoral ministry for which its founders envisioned a comprehensive Lutheran University, as well as to serve economically disadvantaged citizens in its domain and mission abroad. However, ABCUMUS had evolved over time into precisely the institution its founders had envisioned, as the student and faculty population expanded and diversified. It included those seeking general liberal arts education within a Christian institution for secular professions. Literature indicated that studies and knowledge of transformational cases might provide a strategic path as a reference point to enable organizational leaders to absorb similar experiences. This study indicated ABCUMUS to be both value-driven and market-driven. While it had developed an identity based on its founders' core values, other activities ABCUMUS permitted to develop and decouple the university from its primary goals.