The Strategy-Execution Continuum: A Model for Understanding How Work Changes Across Organizational Levels

1. Introduction: Why Another Model?

Acknowledge common usage: "strategy-to-execution" typically refers to the process of translating strategic intent into operational reality
That framing focuses on the flow of work: from vision to goals to plans to tasks
This article introduces a different framing: the continuum as a position where roles operate
The question shifts from "how does strategy become execution?" to "what kind of work are you doing, and how does it differ from work at other points on the continuum?"

Brief background: Elliott Jaques, developed through decades of organizational research
Core premise: organizations naturally stratify into distinct levels of work complexity
Key dimensions that define each stratum:
- Time horizon (time span of discretion)
- Level of abstraction
- Nature of problems being solved
Jaques identified seven strata, but the exact number is less important than the underlying insight
SST is descriptive, not prescriptive—it describes patterns that emerge in organizations

Common misconception: higher levels just mean "bigger" or "more important" decisions
The reality: the cognitive work itself is fundamentally different
At concrete end: work with known methods, clear feedback loops, tangible outputs
At abstract end: work with ambiguity, longer feedback cycles, systemic effects
This isn't about intelligence or capability—it's about the type of problem-solving required
Analogy or illustration to make this tangible (without full real-world example)

Walk through representative points on the continuum (not all seven strata)
For each point, describe:
- Typical time horizon
- Nature of the work
- How success is measured
- What "good judgment" looks like at that level
Emphasize: this is not a hierarchy of value or importance
Every point on the continuum is necessary for organizational function
Individuals may operate at different points for different aspects of their role

As a diagnostic tool:
- Identifying communication gaps between levels
- Understanding why certain collaborations feel "off"
- Recognizing when someone is being asked to work outside their natural stratum
As a planning tool:
- Team composition: do we have coverage across the continuum?
- Role design: is this role coherent, or does it span too many strata?
- Hiring and development: what stratum does this role require?
Signal that practical application will come in future articles

What this model doesn't yet address:
- How communication works (or fails) across the continuum
- How individuals develop capacity to work at different strata
- How this interacts with functional/domain expertise
- Cross-functional vs. hierarchical dynamics
The model is still being refined
Invitation: feedback is welcome, particularly on gaps and unclear areas