To succeed in today’s complex environment, Army leaders must master vision, alignment, and change. Scholars have written a multitude of books on the concepts of visioning and change. However, alignment is more elusive in the research literature. Some leaders relate organizational alignment to nesting methods inherent in large, bureaucratic and hierarchical institutions. But scholars, George Labovitz and Victor Rosansky open the alignment aperture. They posit that the power of alignment occurs when an organization’s key elements – people, strategy, customers and process – remain tightly centered around its central purpose. This paper applies the Labovitz and Rosansky alignment framework to the equally elusive world of Army installation management. It chronicles the evolution of centralized installation management over the past 15 years to compare and contrast traditional nesting with a more comprehensive alignment approach. And it will challenge strategic leaders to think critically about the concept of alignment and its potential to not only improve operational performance but better position the Army to achieve its 2025 vision through targeted and sustainable change.