Following a landmark organisational change event within the University of Western Sydney, when the university ceased operating as a federation of four distinct, inter-related elements and merged to become a single entity, four foundation College Managers made a strategic decision to form an alliance. This alliance significantly enhanced the organisational impact and effectiveness of each partner during what was a highly turbulent, competitive and constantly shifting change setting. This paper describes the environmental conditions that led to the formation of this partnership and details the three core alliance strategies implemented by the College Managers. Such strategies included the creation of lateral and hierarchical communication channels, the engagement of staff, plus the provision of a supportive work environment. The success, or otherwise, of the alliance and its strategies is discussed. (Contains 2 figures and 1 note.)