Module Focus
English for Special Purposes
Corporate Strategy English
Executive-level English for strategic diagnosis, tradeoffs, portfolio choices, growth, M&A, uncertainty, KPIs, and board narratives.
- 8 modules
- 56 field terms
- Interactive practice
Printable Curriculum
Download the full materials
Web Practice Lab
Rehearse the language, response, and decision
Work through a three-step sequence: identify the field language, choose the strongest response, then select the next controlled decision move.
Guided Decision Lab
Jargon Flashcard
Answer Rationale
Why the strongest phrase fits
Choose an option to see the workplace rationale.
Dialogue Coach
Model line
Language notes
Progress
Practice checklist
0 of 4 complete
Student PDF in Web Form
Module map
Strategy Role, Problem Framing, and Executive Diagnosis
Corporate strategy work begins before analysis. Learners must frame the real decision, separate symptoms from causes, identify the executive audience, and define what would change if the analysis is persuasive.
Ambition, Diagnosis, Strategic choice, Tradeoff
Strategic Choices: Ambition, Where to Play, How to Win, and Tradeoffs
A strategy is not a slogan or a project list. It is a set of choices about where the company will compete, how it will win, what capabilities it needs, and what it will not do.
Strategic thesis, Issue tree, North Star, Activity system
Industry Structure, Competitive Dynamics, and Profit Pools
Attractive growth is not always attractive profit. Learners need language for industry structure, Five Forces, profit pools, competitor moves, barriers, substitutes, and shifting value capture.
TAM, SAM, SOM, Profit pool
Business Models, Unit Economics, Capabilities, and Advantage
Corporate strategy must explain how value is created, captured, defended, and scaled. Learners need to connect customer value, economics, capabilities, activities, and operating model.
Five Forces, Barrier to entry, Substitute, White space
Portfolio Strategy, Capital Allocation, and Resource Reallocation
Corporate strategy often fails because resources do not move. Learners need language for portfolio roles, capital allocation, mature cash businesses, growth bets, divestitures, adjacency, opportunity cost, and management politics.
Core business, Adjacency, Horizon one, Horizon two
Growth Strategy, Market Entry, Partnerships, and M&A Logic
Growth strategy requires a clear thesis: where growth will come from, why the company has a right to win, what route to market is credible, and whether to build, buy, partner, or wait.
Horizon three, Capital allocation, Divestiture, Opportunity cost
Uncertainty, Scenarios, Strategic Options, and Risk Posture
A strong strategist does not pretend the future is certain. Learners need language for scenarios, residual uncertainty, trigger indicators, no-regrets moves, options, big bets, shaping, adapting, and reserving the right to play.
Organic growth, Inorganic growth, Market entry, Build-buy-partner
Execution Governance, Operating Model, KPIs, and Board Narrative
Strategy becomes real through operating model, decision rights, resource shifts, milestones, KPIs, governance, and narrative discipline. Learners must convert strategy into accountable execution without turning it into a long project inventory.
Right to play, Right to win, Synergy, PMI
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