Entrepreneurship
Lead like an entrepreneur
At the head of an uncertain opportunity, hold the promoter and the trustee roles in balance; diagnose which category the opportunity belongs to, take the life cycle decisions on time, and build the discovery skills into your organization.
Your learning route
The program order
Complete the programs in order to finish the route. Each one brings short lessons, applied practice and a realistic business case together.
Plus and Pro members can create a verifiable Stratify certificate when the route is complete.
- Program 01
Foundations of entrepreneurial leadership
Foundational: you learn to read entrepreneurial leadership as a style of behavior rather than a personality type. By the end of this program you can place a decision on the promoter and trustee scale, apply Stevenson's definition of entrepreneurship, map the two phases of the innovation life cycle and the decisions inside each, and trace how Jeff Bezos led Amazon from an idea at a Wall Street firm to a business that outsold its largest rival online.
- Promoter and trustee
- Pursuing opportunity: explore and experiment
- The transition to growth
Apply it: Applied: from corporate to venture
5 lessons · ≈3 hours
- Program 02
Opportunity categories and growth
Intermediate: you learn to place an opportunity on the two dimensions that decide how it must be run. By the end of this program you can read the four categories of entrepreneurial opportunity off size and scope against risk and resource requirements, tell a lifestyle business from a minimum viable product experiment, recognize why breakthrough discoveries suit strategic investors rather than early venture capital, spot the two kinds of Category IV venture, and trace how a venture shifts between categories.
- The opportunity matrix
- Categories I and II: start small or grow fast
- Categories III and IV: breakthroughs and the ones nobody chooses
Apply it: Applied: Thornbeck Diagnostics
5 lessons · ≈3 hours
- Program 03
Discovery skills and the venture team
Advanced: you learn what founder chief executives do that appointed ones do not, and why a venture is a team sport. By the end of this program you can name and develop the five discovery skills behind the innovator's DNA, separate leading from managing across Kotter's three tasks, fill the four quadrants of entrepreneurial team roles, and read the disruption of the mainframe industry as a case of creative destruction that an incumbent lost from a winning position.
- The five discovery skills
- Leading and managing
- A venture is a team sport
Apply it: Applied: Brinscall Systems
5 lessons · ≈3 hours