We trace the process of relationship development of the CEO¡]Chief Executive Officer¡^and CIO¡]Chief Information Officer¡^in one company in Taiwan over a 8-year period. In the process of corporation information technology makes policy and information system implementation, the both of change agency CEO and CIO can lead IT/IS project to successful or failure. Exploring the trust relationship building of process between CEO and CIO in the case, we hope provide research benefits that why or how to result in success or failure that a corporation information technology makes policy and information system implementation. In this research we use the process research model methodology that developed by Daniel Robey and Michael Newman in 1992 year and 1996 year, identify the 26 sequences events process in the AACL company¡¦s CEO/CIO for over 8 years, and define them as either encounters or episodes. We enrich and understanding the process of form of CEO/CIO trusts relationship, and other special phenomenon when an organization process information technology or information system changes. We use the change agentry for our exploring perspective, to analyze and theoretical argue the evolution of change agency¡¦s technological frames¡Bthe form of process of CEO/CIO in trust community¡Borganization¡¦s senior and junior staff in opposing phenomenon when organization changing, and how to build a model in champion or title of CEO/CIO. We conclude that the CEO and CIO, them as play a multiple change agency of role for driving organization¡¦s changing, however, the multiple change agency between CEO and CIO must go through an interact process for each other, they are sufficient building a robust trust relationship, let company¡¦s business benefits and technology benefits are really integration. This is my research why emphasize the important view that the multiple change agency CEO/CIO are need has a sufficient building robust trust relationship when organization process the information system changing.