This is a case study documenting the long-term, transformational change strategies we are using to create a new Library at Macquarie University. These strategies are explained using the metaphor of a journey, with a roadmap, or guiding principles, the milestones we have reached and our next steps for the future. Our strategies are discussed in the context of University and Library strategic planning and with reference to the concepts emerging from Library 2.0 discussions. During 2005/06 we transformed the design of jobs and structure to build a more flexible Library that is agile, resilient, informed, connected, successful and responsible. These changes are being implemented during 2006/07, supported by extensive training and new approaches to planning, team building, performance monitoring and governance. We are making two significant changes to our physical presence. One is the construction of a new library building to reaffirm our centrality to research and learning. This single, central library will utilise automated storage technologies to maximise client space. We are also implementing strategies to maximise the visibility and use of physical resources in this new environment. We are designing a new technical architecture to underpin all of our activities. In this new electronic environment we aim to become 'invisible' by making our services and resources available in a seamless fashion within research, teaching and learning workflows. Our aim in creating a new Library is to make our services client-centric rather than library-centric. This paper documents for the first time how we are going about makingthis fundamental change.