Strategy·Course
Strategic Management
Competitive advantages, industry analysis, corporate strategies, innovation and strategic leadership
Part of the Business & Economics track — finish it for a verifiable diploma →
§ 01 — Orientation
New here?
What you'll be able to do, who this is for, how long it takes, and where to begin.
By the end, you will be able to
- 01Analyze an industry's competitive forces.
- 02Choose a defensible strategic position.
- 03Set corporate-level strategy across a portfolio of businesses.
- 04Turn a strategy into an execution plan.
- 05Diagnose why strategies fail — and fix them.
Who this is for
How long it takes
- Quick orientationSkim the opening module and the cheatsheet to get the shape of it.~2 h
- Full read-throughRead every article once, in order.~3 h
- Mastery pathRead, take the quizzes, and space out your reviews.~2 weeks
- APA
Stoa. (2026). Strategic Management [Online course]. Stoa. https://stoa.school/course/strategy
- MLA
Stoa. “Strategic Management.” Stoa, 2026, https://stoa.school/course/strategy.
- Chicago
Stoa. “Strategic Management.” Stoa. Accessed September 1, 2026. https://stoa.school/course/strategy.
§ 02 — Curriculum
5 modules.
Each module is a small unit. Most read in sequence — but a determined reader can begin anywhere.
- M ICompetitive AdvantageSources of competitive advantage, Porter’s models, the resource-based view, and dynamic capabilities.5 articles
30 minBegin → - M IIBusiness Models and Value PropositionDevelopment and analysis of business models, Canvas, Jobs-to-be-Done, monetization5 articles
30 minBegin → - M IIICorporate StrategyDiversification, vertical integration, M&A, portfolio analysis5 articles
30 minBegin → - M IVStrategy under UncertaintyScenario planning, real options, strategy in fast-changing industries5 articles
30 minBegin → - M VStrategy Execution and TransformationTranslating strategy into action, change management, performance measurement5 articles
30 minBegin →
§ 03 — Learning outcomes
4 outcomes.
Conduct analysis of a firm’s external and internal environment and identify sources of competitive advantage.
Formulate and evaluate alternative strategies, including cost leadership, differentiation, and focus.
Analyze decisions on diversification, mergers, acquisitions, alliances, and the management of a portfolio of businesses.
Manage strategic change processes and align organizational structure, culture, and systems with the chosen strategy.
§ 04 — Practices