Strategy
Design the corporate strategy
When a scope decision reaches the multibusiness firm's agenda, probe the gains with the better-off test; choose the right governance form and capture the created value through the 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
Growing the pie and the better-off test
Foundational: you learn the corporate value lens. By the end of this program you can compute value created from WTP and SOC, measure whether taking a transaction out of the spot market grows the pie, recognize where exclusive relationships add value and where they destroy it, and apply the better-off test to a partnership or merger decision.
- What is corporate strategy?
- The measure of value: WTP and SOC
- The arithmetic of the growing pie
Apply it: Application: the exclusivity decision
5 lessons · ≈3 hours
- Program 02
The ownership test: from market to ownership
Intermediate: you learn how to choose the way a transaction should be governed. By the end of this program you can compare spot market, long-term contract, alliance, and ownership across five factors, calculate the value that asset specificity leaves on the table in a spot market, apply the ownership test to a vertical integration decision, and diagnose the holdup risk that grows out of incomplete contracts.
- From spot market to contract
- Williamson's three conditions
- Five factors and context
Apply it: Application: choosing governance
5 lessons · ≈3 hours
- Program 03
Value capture and the organization test
Advanced: you learn to design who ends up with the value a corporate strategy creates. By the end of this program you can calculate how an acquisition premium can swallow the expected gain from a merger, diagnose the winner's curse and post-acquisition surprises, recognize defensive integration and its limits, weigh both sides of the diversification discount debate, and apply the organization test to structure, incentives, and culture.
- Creating is not enough
- The premium, the curse, and the surprises
- Defense and diversification
Apply it: Application: the premium and the integration decision
5 lessons · ≈3 hours