ABSTRACT
In this chapter, the authors provide an overview of the components of Organizational Alignment Systems (OAS) and a rationale for using successful case studies as potential elements of a more comprehensive approach for the management of change and development of competitive alignment strategies. The OAS is a basic change management model that is loosely based upon an integration of the Rummler-Brache process and the Harrington Institute models. FedEx is a worthwhile benchmark organization that effectively models the application of OAS that have included serious culture change outcomes. Goals and values provide greater direction about where the organization is going and by what means. Most executives spend their efforts trying to reduce short-term costs and increase short-term profitability. They concentrate on targeted savings of 5% or less and usually develop these savings in one location without consideration of the long-term consequences of the savings.
