Strategic Fitness Process (SFP) was developed as an integrated, disciplined, leadership platform a senior management team can utilize to create an open conversation about their organization₂s fit with the strategy and environment as well as their own leadership. This article discusses the theory and premises underlying SFP, describes the step-by-step process and illustrates its effects on the design, culture, leadership and performance of a business unit in Hewlett Packard that utilized SFP to solve strategic and organizational problems that were undermining its performance. We propose that honest conversations about the organization and its leadership produced by SFP enable fit as well as fitness Ư the capacity for continuous learning organizations require to maintain fit as the environment changes.