History is replete with many organizations changing for the better and organizations that did not and was doomed to failure in some parts of their history (Waldera, 2002).
American Express. American Express, for example, had announced organization and management changes in mid- 2005. The reasons given were that changes were driven by several key developments including the rapid growth of their Global Network Services (GNS) business in the United States and around the world. the expansion of their worldwide merchant network. the broader long-term relationships they are developing to build business with their merchant partners. and the recent entry of the Travelers Cheque business into the prepaid card arena (“American Express,” 2005). Their company, they said, is in an excellent position. They would like to further strengthen their long-term position and propel the new American Express into the ranks of the most successful and most admired companies in the world (“American Express,” 2005).
IBM Integrated Supply Chain. Throughout 2003 and 2004, the IBM Integrated Supply Chain (ISC) experienced significant change (McLaughlin, Paton &amp. Macbeth, 2006). These changes have been driven by market forces, and have impacted every aspect relating to how IBM as a corporation manages its supply chains. IBM is not unique. its supply chain considerations impact many organizations as they attempt to find integrated solutions to complex problems. However, within IBM, this transition, which has affected organizational structure and alignment, process, and IT support, has not been without its problems. The drive to shift from a Functional to a Process control alignment has required a shift in the mindset of the organization’s employees (McLaughlin, Paton &amp. Macbeth, 2006).
The IBM, as an organization needed to be able to develop flexible end-to-end (E2E) processes that can be “tweaked” and modified to meet changes in customer demand, product availability and overall performance.

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