Strategy is Social — Learn how bringing others into the design process can help you better execute your strategy.

Mapping Strategy Stakeholders — Understand the four types of organizational stakeholders critical to your strategy's success.

Designing Engagement Moments — Design for a variety of interactions that engage each stakeholder group.

Plan Stakeholder Engagements: Create a simple stakeholder map that answers two key questions: Who are the players that need to be involved? And what role do they need to play in bringing your strategy to life? Then design a plan for engaging these stakeholders at key moments throughout the strategy journey.

We truly believe that people support what they help create. Recall a time when someone sought your input, insight or collaboration on a project. How did it make you feel?

How many people do you normally interact with on a strategy project? How might you expand your lens to include less obvious stakeholders?

In what ways do you normally engage with people on a strategy project? How might you engage them in new ways and expand the types of roles they play?

How to Think About Stakeholders: Dive deeper into the needs and constraints of each stakeholder group, and the practicalities to consider when planning ways to engage them in strategy work.

Case Study: Cornell CALS: What can stakeholder engagement look like more concretely? Read about how Dean Houlton and his team at the Cornell College of Agriculture and Life Sciences tackled the challenge alongside IDEO.

Making Strategy Tangible — Learn three ways that tangibility can make your strategy more real and actionable.

Building to Think — Prototyping is one of the most powerful ways to create and activate a strategy.

Building to Learn — Gain traction for your strategy by treating testing as the first step toward implementation.

Building to Align — Leverage tangibility to help you share the story of your strategy in ways that build support and inspire action at all levels.

Tell Your Strategy Story: Create a simple, compelling narrative to communicate the what, how, and why of your strategy. Share your story with others and get feedback.

Strategy is about the future, and the future is unknowable. Of the three ways we tend to cope with this uncertainty, which one resonates the most with you and why?

What surprises or intrigues you about the idea of prototyping strategy? What questions do you have?

How do you feel about feedback? Has someone's feedback ever changed your mind about something – such as an idea you were strongly attached to? Share your story here.

Think of the last time you experienced misalignment with a team member. What helped you get on the same page?

Gallery - Making Strategy Tangible: See real examples of strategies that were made more tangible, testable, and shareable. Find inspiration for your own strategy prototypes, tests, and stories.

What Are Capabilities and Systems? — Understand the important role they play in ensuring your strategy is activated and enabled.

Assessing Capabilities and Systems — Learn how to identify and assess the core capabilities and systems needed to support your strategy.

Planning Capabilities and Systems — Consider five common elements to help you build a concrete action plan.

Assess Your Capabilities and Systems: Define the capabilities and management systems needed to activate and support your strategy. Use a simple stop light exercise to assess their current state and identify gaps. Then start to sketch out a plan for how to get what is needed and at the level required.

Have you ever seen a strategy fail or fall short of goals because the right capabilities and systems weren't in place to support it? Share your experience here.

What are some challenges you have faced when trying to build new capabilities and systems from the ground up?

Of the five elements to consider when creating an action plan, which ones have impacted you and your team the most?

Common Capabilities and Systems: Explore common types of capabilities and management systems to determine which ones are relevant to your strategy.

Should You Build, Borrow, or Buy?: Consider a set of six dimensions in your assessment of whether to build, borrow, or buy they capabilities and systems you need.

Strategy is Living — Learn why every team should have a set cadence of moments throughout the year to assess how the strategy is working.

Define Your Metrics and Plan Reflection Moments: Think about how to design team moments to evaluate your strategy's impact. Articulate what you expect to see if the strategy is working as intended.

How often do you and your team revisit and update a strategy? What are some ways that you keep tabs on its performance?

Cultivate Strategy as a Core Leadership Skill: Intentionally design for ongoing strategy conversations—not just progress reports but real discussions of the strategy and its implications.