The U.S. Energy Industry was flying high in the 1970s. Prediction of increased demand spanned ambitious projects for sustained, long-term growth. But the early 1980s ushered in an abrupt dose of reality. To adjust to the decline in demand, the energy industry was forced to make significant changes. Accelerated growth was reversed. Downsizing became the primary focus for those who wanted to stay competitive. Downsizing has dangers, however, and many companies were stripping themselves of muscle contributing to their demise. To meet this challenge, the STAR process (STrategic Alignment of Resources) was developed by Kurt Southam and his associates. The results of STAR were first realized in a multi-plant manufacturing company in the energy industry. The STAR process has subsequently been used in several different types of industries including manufacturing, process, service and health care. The STAR process is a systematic, step-by-step, highly participative approach. Beginning at the top with key decision makers, the process is then cascaded to all levels and employees to identify and improve activities under their control. These improvements involve better utilizing their resources and creating tighter alignment with the strategy and mission. A primary goal is to have all employees view their role in the organization as "I have a mission first.a job second." The STAR addresses both the hard and tangible aspects of the organization (strategy, structure and systems), and the less tangible but important aspects (staff, style, skills). Organizations that are serious about translating good intentions into effective and productive habits of increased responsibility and accountability resulting in higher levels of discretionary effort will benefit from STAR! The bottom-line results noted above did not happen via wishful thinking. STAR delivers! The process works with large complex organizations as well as smaller companies with few employees. STAR Sample Track Records (Case Studies)