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1、LongRangePlanning38(2005)445e465www.lrpjournal.comStrategicManagementasOrganizationalLearning:DevelopingFitandAlignmentthroughaDisciplinedProcessMichaelBeer,SvenC.Voelpel,MariusLeiboldandEdenB.TekieTooperateeffectively,organizationsneedto‘fit’oralignthemselveswiththeire
2、nvironment,strategies,capabilitiesandleadershipskills.Tocompetesuccessfullyinahighlycompetitiveandconstantlychangingbusinessenvironment,however,organ-izationsalsoneedtoattain‘fitness’ethecapacitytolearnandchangetofitnewcircumstances.Theconceptsoffitandalignmentarenotnew
3、inbusinessliterature,yettherecordofchangeethemanyfailedinitiativesmostorganizationsembarkoninanattempttoimprovetheirperformanceesuggeststhatmanymanagersdonotknowhowtoleadsystemicandfundamentalchange.Byemployingquick,superficialchangeprogramsleadersskillfullyavoidlearnin
4、gthetruthaboutpoorcoordinationacrossvitalactivitiesinthevaluechainandthefundamentalorganizationdesign,culturalandleadershipissuesthatareblockingorganizationaleffectiveness.Theresultiscynicism,lowcommitmenttochangeandultimatefailuretoaligntheorganizationwithstrategy.Inre
5、sponsetotheseproblems,theStrategicFitnessProcess(SFP)wasdevelopedasanintegrated,disciplined,leadershipplatformthataseniormanagementteamcanutilizetocreateanopenconversationabouttheirorganization’sfitwiththestrategyandenvironmentaswellastheirownleadership.SFPenablestrutht
6、ospeaktopower,makingitpossiblefortheseniorteamstoconductasystemicdiagnosisoftheorganization’sproblemsbasedonvaliddata,andtoidentifyorganizationalandleadershipbarriersthatpreventchange.Researchin23organizationshasshownthat,whenfullyembracedbyseniorteams,SFPfacilitatesdra
7、maticandrapidchangesinstrategicunderstanding,organizationaldesign,leadershipandthecapacityforongoinglearning.ThisarticlediscussesthetheoryandpremisesunderlyingSFP,describesthestep-by-stepprocessandillustratesitseffectsonthedesign,0024-6301/$-seefrontmatterÓ2005ElsevierL
8、td.Allrightsreserved.doi:10.1016/j.lrp.2005.04.008culture,leadershipandperformanceofaHewlettPackardbusinessuni
