Product
Strategy Decks to Strategic Action
Strategy Schema
The Kernel
Who does this: Most of the setup can be done by you, or by your team member, consultant or coach (if they are intimate with your strategy). That includes the documents, the advanced dialogs, the collaborative sessions.
The core interview must be done by the strategy owner (see below).
Transform your strategy into a structured, query-able schema — the foundation for everything else: Strategy Activation, Strategy Iteration, Diamond Mine and Strategic Radar.
What you provide (some or all):
- Strategy documents, slide decks, transcripts
- URLs to your website and strategy documents
- As much or as little as you choose of an in-depth, guided dialog
Core Interview (required for Strategy Introduction and Praxis)
This is the one portion that must be done by whoever has the most at stake in the strategy’s success — CEO, Founder, Owner.
Your documents say what the strategy is. The interview captures how it is actually managed — how much latitude team leads really have, when a decision has to come up the chain, what gives when the quarter is at risk.
Employees never see this as stated principle. They meet it in the scenarios, as the difference between a call they should make themselves and one that belongs with their supervisor. That line sits in a different place in every company, and it’s never written down.
It’s the difference between the strategy on the page and the strategy on the shop floor.
What we extract:
Your strategic framework — vision, mission and core values, strategic priorities, trade-offs, and decision-making principles. All schematized.
Add more at any time. Advanced dialogs:
- Competitive Positioning Matrix
- Jobs to be Done Analysis
- Multiple Scenarios Planning
- Long-term Vision Mapping
- Results Backtracking (Merlin method)
Timeline: Hours, not weeks.
Strategy Activation
Thinking From Strategy, Not About It
The strategy leaves the C-suite and enters the judgment of people who were never in the room — board members, executives, managers, the person on the floor. Each does something different with it, to it, and for it. That isn’t a loss of fidelity. That’s the point. A strategy only exists in the decisions people make with it.
Strategy Activation builds muscle memory, not rote information. Two components: a required introduction, and Praxis — an ongoing strategic dialogue in four modes.
For leadership: A dashboard provides visibility into completion, engagement, and usage patterns.
Strategy Introduction — Required First
What it is: On-demand, AI-generated, role-specific introduction tailored to each person’s job.
What it does: Coaches people to “come from” the strategy through realistic scenarios. Employees grapple with situations they will likely encounter and choose the most strategic path. Each role gets situations that match their daily reality.
Gamified and scored on strategic thinking, not in binary right/wrong terms. Every scenario has a best and a worst answer — and two in the middle. Not black and white. Kind of like life.
Take it as often as you like. Every attempt generates new situations, so there is nothing to memorize and no way to pass by remembering last time. Working through it is how the strategy gets internalized.
The shift: From “I know what the strategy says” to “I can judge what’s most strategic.”
Time investment: 20–30 minutes. A passing score is required before Praxis unlocks.
Praxis — Ongoing Strategic Dialogue
Strategic thinking support with built-in mental models and heuristics for the most challenging on-the-job situations.
Decision-Making
When you use it: A tough call between customer requests and product roadmap. Choosing between two projects when budget allows only one. Any decision where there seems to be no “correct” choice.
The output: A well-reasoned, strategic decision.
Problem-Solving
When you use it: Customer complaints reveal a pattern. Operational friction suggests strategic misalignment. Any problem that’s more than tactical — where the solution has to be strategically sound or requires nuanced negotiation of competing priorities.
The output: Clear problem definition, evaluated options, high-confidence solutions.
Resolve Strategic Conflicts (Coming Soon)
When you use it: Two strategic priorities both apply, but they point to different actions. Both matter, but you can only fully act on one.
The output: Strategic resolution that respects competing priorities while maintaining coherent direction.
Strategy AMA (Coming Soon)
When you use it: A strategic check before a meeting. Applying the strategy to an emerging situation. Testing whether an idea aligns with strategic direction.
The output: Socratic dialogue to hone your thinking and ensure it is strategically consistent.
Who Uses Praxis
Everyone. The leadership team uses the same Praxis tools as the store manager. Scenarios adapt to role and context, but the strategic thinking capability is universal. This isn’t training or teaching. It’s activation.
The remaining tools sit with leadership.
Strategy Iteration
Strategy isn’t static. Markets shift, competitors arrive, new opportunities emerge. Strategy Iteration lets leaders update the strategy without starting from scratch — and propagates those changes instantly across the platform.
Team Strategy Review
Can’t recall the team’s thought process? Review it.
Individual Refresh
Missed the retreat? Get up to speed.
Strategic Calibration
Propose changes, receive feedback, calibrate revisions.
Collaborative Strategy Creation (Coming Soon)
A remote, asynchronous strategy retreat that you or your consultant can lead.
Diamond Mine
Where Your Strategy Is Under-Reaching
Your strategy is built on a picture of the world. Some of what is true in that picture is working in your favor right now — but your strategy isn’t using it. These are opportunities that have gone unnoticed.
Diamond Mine surfaces those conditions as uncut diamonds: a demand in a new vertical, a structural advantage you could already leverage, a competitor disadvantage you might want to exploit.
They arrive unranked and uncounted. Uncut is the point — a fact about the conditions has no innate strategic value. You see it, and you decide whether to use it and how.
How you use it: Use the ones worth taking. If you then revise your strategy, the change updates your schema — and creates new potential to find uncut diamonds. A condition that was irrelevant to last year’s strategy can be the thing that matters most under this year’s.
What it’s NOT: Strategy advice or direction.
What it IS: An accounting of what your strategy is under-exploiting — the openings already there to take.
Strategic Radar
Know What’s Changing While You Can Still Act
Most CEOs learn their strategy needs attention from quarterly results. By then it is often too late to act. Revenue has already suffered, or an opportunity has already passed. Strategic Radar reports movement in either direction: what is turning against your strategy, and what is opening in front of it.
What Strategic Radar Captures
From environmental scanning:
- Relevant news and industry developments
- Competitive movements and market changes
- Technology shifts and regulatory updates
- Emerging opportunities and threats
From your team (50 active users minimum):*
- Customer signals — pricing pressure, up-sell opportunities, feature requests, competitive threats, new pipeline potential
- Market shifts — new competitors, changing dynamics
- Operational friction — where strategy meets reality
- Strategic drift — where execution diverges from intent
From leadership:
Executives add their own observations — hunches, concerns, emerging patterns they’re sensing. Your Chief AI Officer notices a technological shift that could alter the product roadmap. Your COO senses operational constraints before they show up in metrics. Your CMO detects subtle changes in customer language. The AI weighs these alongside everything else.
*Privacy and psychological safety: Employee input is anonymized and aggregated into patterns and themes. Praxis content stays private to the person who wrote it.
It reads two or three degrees out from the obvious news, so what surfaces isn’t what every FT reader already knows. And it never reports an event without its consequence.
How you use it: Schedule reviews monthly, quarterly, or on demand. You get a dashboard showing what has changed — if anything — and what it means for your strategy. “Nothing to report” is a real answer.
What it’s NOT: A replacement for your own thinking, or your consultant’s research.
What it IS: An additional valuable input into your ongoing strategic iteration.
And Then It Comes Back to You
Everything Strategic Radar and Diamond Mine produce is a finding, not advice. The system is a beacon. You decide whether to act on it. Merely reading and discarding it is a valid response.
What you decide updates the schema. And the schema is where all of it started.
Findings
Radar + Diamond Mine surface what changed.
Your Judgment
You decide whether and how to act.
Updated Schema
Your decision becomes part of the strategic context.
The Advantage
Know your strategy needs attention well before your dashboard shows it. Not through analyzing last quarter’s data (although of course you should do that), but through continuous signals from multiple sources, synthesized and assessed for strategic relevance.
Contextuum Is Not Another Measurement Dashboard
You already have OKRs, KPIs and dashboards. Contextuum complements them by building the strategic context underneath: employees who understand the why, teams who can make strategic judgments, and a framework that updates as you decide.
Your OKRs show where you’re aiming
Your KPIs show what you’ve done
Contextuum is the compass for everyone to navigate moment by moment
Coming: Integration with your existing tools, connecting strategic context to performance data.
Try It Yourself
Quick Start — A Working Experience in 30 Minutes
Answer 6 strategic questions about your organization. Then experience the platform as any employee role and see how your strategy becomes practical and personal. No commitment. No credit card.
Simulation — Can You Succeed as a Strategic Employee?
Can you ace the role of a WeWork Real Estate Lead? A Zoom Product Manager? A Trader Joe’s Crew Member? Learn each company’s strategy, make decisions, and get scored on your strategic thinking. 12 roles across 4 companies, 5–10 minutes each. See how you score.