This paper explores and assesses the implementation of AFSO21 at the strategic, operational, and tactical level on the Air Force's journey to transformation. Using logistics community examples, it focuses on the tactical environment where our lowest-level technicians operate on a daily basis. It provides evidence that implementation of AFSO21 initiatives at this level can present redundancies and hybrid systems that are less than efficient. As a possible solution, it introduces an alternative concept which incorporates daily tasks and the value stream in the context of an information management system. In exploring the theories of organizational change, it draws the conclusion that such systems might be able to influence cultural assumptions. This paper then provides a rationale for focusing on information systems to achieve the next level of cultural transformation. It supports this rationale with multiple organizational change models. It also supports this focus with an assessment of the Air Force's present position in the life cycle of organizational change, and provides evidence that the Air Force is at the right station to implement new technology to advance our progress. It also suggests that leaders can use information systems to influence cultural change by reinforcing AFSO21 value streams on a repetitive and regular basis.