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Purpose - The aim of the article is to determine the function of HR as a strategic partner to senior management and how it can be positioned to proactively build an organization's capability to change. Design/methodology/approach - The paper is conceptualized based on Peter Senge's 'fifth discipline' in relation to the learning organization and its implications on organizational change. A conceptual framework has been proposed based on both the literature and management practice. Findings - HR professionals need to change their role in helping organizations grow their change capability through drawing out the lessons from previous organizational change, planning a role in defining the behavioral challenges for each individual, creating a series of interventions that will support individuals in making the behavioral transition to the future, and deploying tools that link and track an individual's behavior change to the new results a team is delivering. Originality/value - Organizations still need to learn how to change their performance. The principles of the learning organization can help guide HR professionals increase their organizations' ability to deliver successful change as well as help them earn the right to be a strategic partner to the senior management team.

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