A growing competitive global economy, matched with a lengthy recession and existing need to remain profitable while meeting consumer demands has businesses faced with exploring new, cutting-edge means to remain relevant. Lawler and Worley (2009) addressed the issue that organizations can only remain competitive if they embrace the notation of being life-long learners that are adaptable to constant change. The example of an atom that has a three core process — strategy, creating value, and designing with its identify at the core — is the key to an effective b2change organization (p.192). In 2007, Linda Heasley took over the reigns as CEO of The Limited Stores which was purchased by a private investment group separating it from its former siblings Victoria's Secret and Bath and Body Works. As a result of extensive research and customer feedback, the 200-plus stores have adjusted their look, styles and customer approach to create greater value. In speaking with Heasley on July 15, 2011 during the Savannah store opening, she remarked that the brand was able to position itself to exclusively concentrate on providing better value for its target customer of “young, professional women” who want “fashion that lets her express herself,” as noted by the company. In the midst of a recession, The Limited has changed its focus to deliver value now and in the future by targeting more conservative spenders, encouraging women to study their closet first and purchase Limited store clothing to complement their wardrobe and teaching women how to create versatility within their closet. These actions are direct answers to Lawler and Worley’s points that companies must seek to learn, evolve their capabilities while finding ways to develop new ones that add value for the future. Companies, organizations and even government agencies will have to take assertive steps to re-evaluate their current course of actions and make bold moves, when necessary, to realign their initiatives to connect with their target audience. Leadership must engage its labor force to rally to find innovative solutions that answer the call to meet internal and external customer demands. Falling short to ex devise a plan risk leaving a company to no longer be relevant to consumer and opens the door to decreased profits. References Lawler III, E. E., & Worley, C. G. (2009). Designing organizations that are built to change. In F. Hesselbein & M. Goldsmith (Eds.), The organization of the future 2: Visions, strategies, and insights on managing in a new era (pp. 188—202). San Francisco, CA: Jossey-Bass. Mallory, Taylor, “The Limited recently experienced its first profitable year in 17 years — when more successful companies are still reporting losses. Here's how.” Little Pink Book. Cynthia Good. July 10, 2011. July 23, 2011. < http:// www.littlepinkbook.com/resources/pink-profiles/linda-heasley>.