Theory & Methodology
The alignment framework behind Steradian—how vertical and horizontal alignment theory translates into a structured diagnostic.
Research & Evidence
Research Foundation
Built on decades of peer-reviewed research in strategy execution, leadership team effectiveness, and organizational performance.
Explore the evidence
Validation & Evidence
Empirical research linking leadership alignment to execution outcomes—and how Steradian's constructs map to the literature.
Bibliography & Cases
The full research library—seminal works, recent findings, case applications, and curated news from the last 12 months.
The core finding
When C-suite members hold different perceptions of organizational reality or conflicting strategic priorities, execution stalls regardless of capability.
Research consistently shows that the starting point for organizational alignment is leadership team consensus. Steradian measures what the literature identifies as the highest-leverage variable in strategy execution.
- Leadership consensus — Do executives see the organization the same way?
- Priority alignment — Are functional leaders aligned on what matters most?
- Perception gaps — Where do leaders disagree on strengths and risks?
Foundational research
- Kathuria, R., Joshi, M. P., & Porth, S. J. (2007). Organizational alignment and performance: Past, present and future. Management Decision, 45(3), 503–517.
- Beer, M. (2005). Developing fit and alignment through a disciplined process. MIT Sloan Management Review, 46(3), 89–94.
- Sull, D., Homkes, R., & Sull, C. (2015). Why strategy execution unravels—and what to do about it. Harvard Business Review, 93(3), 57–66.
Measure alignment before your next decision
Steradian turns this research into a repeatable diagnostic for leadership teams.