In 1910, S. Duncan Black and Alonzo G. Decker began their Black and Decker business. Six years later they introduced the first portable power tool, and the company has continued to grow and change the world ever since (Stanley Black & Decker, Inc., 2011a). In 1990, Black & Decker acquired the Emhart Corporation which included locks and lock products (Cummings & Worley, 2009). With the introduction of this new product and Black & Decker's desire to improve its global market, Fred Grunewald worked to develop an organizational restructuring intervention. In this effort, he identified the need to reduce and consolidate different production models and efforts within the organization (Cummings & Worley, 2009). This would mean increasing their need for global integration and reducing the need for customized products, described by Cummings and Worley (2009) as global orientation. However, there are issues with globalization that need to be understood and addressed in the strategic change plan to ensure that the new structure is effective and has the desired effects on outcomes. Characteristics and Interventions for Global Strategic Orientations According to Cummings and Worley (2009) There are four global strategic orientations: international, global, multinational and transnational. These four strategic orientations are based on the need for global integrations and the need for local responsiveness (Cummings & Worely, 2009). According to Black & Decker's organization, they have a low need to offer customized products, which is the level of local responsiveness. Additionally, Black & Decker wants to centralize and coordinate activities that would place a greater need for global integrity… middle of the paper… dardization will improve the organization. Interventions must be aware of the different cultural values ​​of different employees and work groups within the organization. Finally, management must agree and visually support the new strategic framework to show commitment to the change program thus enabling employees to develop the new behaviors they will need to make the change effective. Although most change programs are unsuccessful (Cummings & Worley, 2009 ), it appears that Black & Decker has succeeded in integrating the new lock product line into its overall strategic structure, as it currently has an effective global lock manufacturing (Stanley Black & Decker, Inc., 2011). Additionally, Black & Decker joined Stanley in 2010 to provide tools and solutions that people can rely on around the world (Stanley Black & Decker, Inc., 2011).