Leveraging technology may be a viable solution in the higher education industry as enrollments decline and institutions have a hard time meeting their projected budgets. One innovative approach to mitigating this problem was approved in March of 2013 by the Board of Trustees of the State University of New York (SUNY). It is called Open SUNY. Open SUNY consists of nine components: the creation and expansion of online programs to meet workforce development needs, the development of online credit-bearing experiential learning experiences, support for training of faculty who opt to use emerging technologies, support for student access to online courses, the availability of prior learning assessment system-wide, the development of a research initiative to identify best practices and offer professional development, exploration of open education resources to bring down costs for students, support for expansion of online program development, and the creation and promotion of learning commons to facilitate communication and house content. The purpose of this qualitative bounded case study was to observe the rollout of Open SUNY from the fall of 2014 through spring of 2015 in order to describe the experience of stakeholders at SUNY’s various campuses. To triangulate the data, multiple sources were used to observe the phenomenon such as interviews, documents and surveys. Purposeful sampling allowed for all institution types and geographic areas to be included in the population sample. Data were coded and analyzed using the constant comparative method. Three themes that arose from the data interpretation were: inclusiveness, systemness, and openness. An organizational structure model was used as a framework for making recommendations based on the research conclusions.