Strategic Fit for Eriksson

Running head: STRATEGIC FIT 1
Strategic Fit
Name
Institution

STRATEGIC FIT 2
Strategic Fit for Eriksson
Summary
The article is exclusively about organizational alignment. Organizational alignment is a
strategy that the business entities use to strategize their operations so as to expand and grow as
much as they can. An organization can use different strategies to grow-internal expansion,
franchise, acquisition, and merger. Eriksson is an example of an organization that has taken
advantage of the organizational alignment as part of its managerial strategies.
Since its establishment in 1876, Eriksson has progressively grown over the years to be
what it is today. Currently, it enjoys a large share of the multimedia technology, television,
mobile, and fixed broadband consultancy firm in which it has been rendering its services.
However, as clearly indicated in the article, Ericsson has not stopped because it still has
expansionism plans. Meaning, although many consider it successful, the management still feels
that it is still has additional opportunities to explore by aligning its operations. In order to realign
its operations, Ericsson has a myriad of opportunities including engaging in mergers and
acquisitions whenever necessary (Collins & Kehoe, 2017). However, all thee cannot be smooth
because Ericsson is just lie any other ordinary firm in the industry that is prone to a number of
internal and external challenges.
From the article, it is evident that strategic fit is an important strategy that should be
applied by all the organizations. In Ericsson, efforts have been made to align the operations so as
to enable the organization to fit in the market. However, such brilliant intentions are often
difficult to implement because of the many challenges that are involved. So, or any organization

STRATEGIC FIT 3
to succeed in its strategic fit initiatives, it must dedicate its resources to ensure that it is rightly-
done from the very beginning.
Q2: This paper is basically about organizational alignment (strategic fit) or operations, business
unit, vision, mission using the case of Ericsson in Sweden. "Fit between organizational elements
is said to enhance performance because it provides employees with clear direction bout
appropriate actions and behaviours, it aligns different operational elements so that they reinforce
one another and it helps to maintain a coherent image of the organization both internally and
externally (Miller, 1992; Nadier et al 1997; Porter 1996, et al). After reading the paper, do you
still agree with the statement above? How does the paper contribute to the "fit" idea?
I would like to begin this discussion by categorically concurring with the
argument/statement presented in this question. Indeed, the article contributes to the fit idea
because it provides a detailed analysis of the efforts of Eriksson to execute a successful
organizational realignment that, according to the management, can guarantee its success. Apart
from profitability, every business entity wants to grow and expand its operations. Growth is
important because it guarantees success (Sousa & Tan, 2015). That is why every time, the
management comes with strategic decisions to expand and become better than it currently is. As
clearly indicated in the statement, organizational alignment is an activity that should be
carefully-executed because it means a lot to an organization.
I strongly believe in the power of organizational alignment. Strategic fit is an activity that
can be of great contribution if properly done in an organization. As clearly-indicated in the
statement, the fit can benefit the organization by improving its overall performance. When the