Strategy
Put the strategy into practice
When a strategy stalls in the field, diagnose where the failure comes from; align metrics, rewards, structure and culture with the ambidextrous organization and the congruence model, and drive the transformation through leadership.
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
Why Strategy Fails
Foundational: you learn why strategies collapse most often in execution. By the end of this program you can describe formulation and execution as a single feedback loop, tell a performance gap from an opportunity gap, recognize the symptoms of a broken strategy process, and diagnose structural and cultural inertia with Rivkin's three traps.
- Strategy Is a Hypothesis
- Gaps and the Burning Platform
- A Broken Strategy Process
Apply it: Case: Pusula Elektronik
5 lessons · ≈3 hours
- Program 02
The Ambidextrous Organization and the Congruence Model
Intermediate: you learn the core capabilities of an organization that can execute strategy. By the end of this program you can explain what it takes to run the existing business and explore the new one at the same time, assess dynamic capabilities (sensing, seizing, reconfiguring), audit an organization against the four building blocks of the congruence model, and derive the critical tasks a strategy calls for.
- Ambidexterity: Exploit and Explore at Once
- Dynamic Capabilities and the People Factor
- The Congruence Model: Four Building Blocks
Apply it: Case: Anka Mobilya
5 lessons · ≈3 hours
- Program 03
Metrics, Rewards, Structure and Culture
Intermediate: you learn to design the formal organization, skills and culture legs of the congruence model. By the end of this program you can put metrics, rewards and structure in the right order, choose between a metric and a milestone according to the maturity of the business, design a reward system that resists surrogation, and use the levers that change a culture deliberately.
- Metrics First, Rewards Next, Structure Last
- Designing Rewards
- Structure and Skills
Apply it: Case: Toros Sigorta
5 lessons · ≈3 hours
- Program 04
Leadership and Transformation: Lessons from IBM
Advanced: you learn how leadership ignites execution, through the IBM transformation. By the end of this program you can practice the leadership behaviors of walking the talk, separate the leadership questions of the exploiting and exploring modes, adapt the growth structures of IBM's EBO model to your own organization, and compare the congruence model with the Balanced Scorecard-based system.
- Walking the Talk
- Ambidextrous Leadership
- The Fall of a Giant and the Three Phases
Apply it: Case: Kardelen Holding
5 lessons · ≈3 hours