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What Mr. Beast Taught Me About Executing Strategy

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For the last two years, I’ve been iterating on a new elective on “Strategy Execution” at Duke. Before designing this class, I taught “Core Strategy” in nearly all of Duke’s master’s programs over the years (MMS, WEMBA, GEMBA, Daytime, and even a PhD class on strategy). “Core” Strategy is conceptual and cerebral: it’s about invisible market forces, resources, capabilities, and, sometimes, other “special” topics like transaction costs. However, very little of our content focuses on how you take the “big” ideas and turn them into action. Into winning. In fact, for many organizations, there is a gulf between “strategy” and “execution.” Strategy is “in the clouds.” Execution is “in the weeds.” Over the years, I’ve found that having conversations that bridge this gulf (“Strategic Execution”) is quite challenging because there is no natural language to connect big ideas to the work-to-be-done. Frankly, I think a lot of what passes for “strategy” in most organizations are platitudes and sloppy

What Mr. Beast Taught Me About Executing Strategy Why Strategy Execution is Not Just About Strategy or Execution, but Building Systems to Scale Your Effort. Sharique Hasan May 06, 2025 7 3 1 Share For the last two years, I’ve been iterating on a new elective on “Strategy Execution” at Duke. Before designing this class, I taught “Core Strategy” in nearly all of Duke’s master’s programs over the years (MMS, WEMBA, GEMBA, Daytime, and even a PhD class on strategy). “Core” Strategy is conceptual and cerebral: it’s about invisible market forces, resources, capabilities, and, sometimes, other “speci

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