Mergers have long been a reality in higher education during periods of financial challenge. More recently, academic mergers have evolved to become a strategy for achieving academic excellence, broadening institutional vision, and solidifying the competitive position of the merged entities. This report summarizes literature focused on critical considerations when evaluating and implementing mergers in an academic environment using a conceptual model adapted from Kotter. In addition, this paper reports on the planning and initial 9 months of the merger between the Edward and Margaret Doisy School of Allied Health Professions and the School of Nursing to form the Edward and Margaret Doisy College of Health Sciences at Saint Louis University.