These initiatives should be conducted rapidly once the plan is initiated. The typical multi-year lead time for new strategies will leave us in a poor position, caught transitioning between different objectives and tactics. Thus, a timeframe should be set to implement the new personnel rewards system, the new job descriptions and to increase integration of the different business units within one year.

The first three months should see increased communications technology investment, and design of the training programs. The next step, for the 3-6-month time frame, will be to roll out the human resource changes, install the training programs, roll out the improved communication and communicate these changes to our customers.

The final 6 months will involve several tasks. One will be removing from the company those employees who cannot work within the new system. We will also during this period begin to evaluate the impact of these changes. We will have measures for this, such as the amount of...

At present, FedEx often does not even know how much business a customer does, because the customer works with a number of different units. After a year, we hope to have successfully made the human resources and technology changes needed, and will have some measurements with respect to the effectiveness of the strategies. From there, we will make adjustments as needed to our tactics such that we can keep pushing towards our goals.
Works Cited:

Falletta, Salvatore V. (2005). Organizational Diagnostic Models. Leadersphere. Retrieved May 18, 2009 from http://www.leadersphere.com/img/Orgmodels.pdf

Raine, George & Herel, Suzanne. (2009). On the Record: FedEx CEO Frederick W. Smith. SF Gate. Retrieved May 18, 2009 from http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2009/02/22/BU6I160DLR.DTL&feed=rss.ontherecord

Kinney, Marla J. (1998). How time Flies: FedEx Delivers the 21st Century. FedEx Corporation. In possession of the author.