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About the course
The pace, scale and impact of innovation has accelerated over the years. While innovation can enhance the value of existing products and services, it can also render existing business models obsolete, leads providers to rethink who their customers are, customers to rethink what they value, and reconfigure the ecosystem elements. While, there is debate in both the academic and practitioner worlds as to what a disruptive innovation is and how to study it, everyone agrees we are living in an age of disruption, defined as fundamental changes in ways in which organisations and ecosystems operate. For instance, Uber and Airbnb have managed to disrupt highly established industries and fintechs are looking likely to displace established incumbents in the banking industry. Disruptive innovation poses a dilemma for both incumbent firms and new entrants. Incumbents may want to ride the wave of disruption but also tend to be reluctant to relinquish their advantage. New entrants may have to seek the support of the very incumbent firms that stand to be disrupted by their innovations. In such situations, an emphasis on the disruptive potential of innovations may backfire by alienating ecosystem incumbents whose support the new entrant may need.
The programme aims to provide participants with crucial insights from research on disruptive innovations and building and managing successful business models. A firm can no longer rely merely on product and service innovations. It needs to change its business model to survive and succeed. But how do you assess, create or revitalise business models for your organisation? The programme will also discuss what exactly is a 'disruption'? Why can incumbents not see it coming? How can you spot them? How is the digital revolution ushering in disruptions and what can you do about it? How is strategy fundamentally different in the 'new economy'? And how can we harness these dynamics to our advantage? How do you build business models around technologies to make them disruptive?
This interactive programme will address a range of issues including how to identify your customers, configure resources that you have access to, balance subsidy vs revenue sides of models, transition existing customers to new models, as well as examining how all these pieces fit together. We will share examples drawn from world-leading research conducted at Cambridge Judge Business School, where unique frameworks have been developed to help companies to define and build sound business models to compete and thrive in the fast-changing landscape.
We will provide you with the tools and frameworks to evaluate, refocus and renew business models for your organisation, whilst challenging you to question:
- What exactly is a 'disruption'?
- How can you ensure you see it coming and why is it often missed?
- How is the digital revolution ushering in disruptions and what can you do about it?
- How is strategy fundamentally different in the 'new economy'? How can we harness these dynamics to our advantage?
- How do you build business models around technologies to make them disruptive?
Key topics include:
- The what and why of business models
- The 'three Vs' of a business model
- Evaluating and selecting a new strategy and model
- The communication and implementation
- Different markets, different challenges: business models in emerging and bottom-of-pyramid markets
- Aligning business and management models
- Shifting business models successfully.
- Return to your organisation having reviewed and evaluated your current business model
- Be equipped with a set of insights and tools proven to develop successful new business models
- Learn from faculty and examples drawn from world-leading research conducted at Cambridge Judge Business School, where unique frameworks have been developed to help companies to define and build sound strategies to compete and thrive in this fast-changing landscape.
Who should attend
This programme will benefit senior executives responsible for leading and developing strategy. Whatever the business; from a startup to a large business, the focus is on managing organisational change and dealing with innovation.
Trust the experts
Reader in Strategy & Policy Race & Inclusion Champion, University of Cambridge PhD (McGill University) Research interests Social and institutional change and stability; technological shifts in society; emergence of new markets; socio-economic changes in South Asia and Africa; economi...
Shahzad (Shaz) Ansari
Professor of Strategy & Innovation Professorial Fellow of St Edmund''s College MPhil, PhD (University of Cambridge) Research interests Institutional processes and diffusion of practices; social and environmental issues, technological and management innovations; value creation and new mar...
Dealing with Disruption: Strategies and Business Models