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Dealing with Disruption: Strategies & Business Models

Creating Winning Business Models

Overview

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.

Topics

  • Why talk about business models?
  • What is a business model?
  • The 'three Vs' of a business model
  • Communicating and implementing a business model
  • Evaluating and selecting new business models
  • Different markets, different challenges: business models in emerging and bottom-of-pyramid markets
  • Aligning business models and management models
  • Shifting business models successfully

Benefits

  • Return to your organisation having reviewed and evaluated your business model
  • Be equipped with a set of insights and tools proven to develop successful new business models and change existing business models

This programme counts towards the Cambridge Judge Business School General Management Certificate of Achievement. On completing the GMCA you will be eligible to become an associate member of Cambridge Judge Business School's global network of graduates and business-focused University of Cambridge alumni, faculty and staff.

Who should attend

This programme is suited to executives from small, medium and large enterprises, who are concerned with strategy in their organisations. 

Faculty & speakers

Shazhad (Shaz) Ansari

Shazhad (Shaz) Ansari

Professor of Strategy & Innovation

PhD (University of Cambridge)

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Kamal Munir

Kamal Munir

Reader in Strategy & Policy

PhD (McGill University)

View profile

Both faculty members on the programme have taught and researched winning business models for several years, having analysed both winning and failing business models and their underlying reasons. They have published both academic and practitioner oriented articles in several top tier journals that are part of the Financial Times "Top 50 Journals Used in Business School Research Rankings" (including Strategic Management Journal and Research Policy), and worked with a number of prominent organisations in helping them develop effective business models. They are frequently invited to give talks at strategy, innovation and business summits such as the Chief Strategy Officer Summit and their work has been featured in the Financial TimesWiredBusinessweek and the Wall Street Journal.

Dates & fees

Dates Duration Fees *
24-25 October 2019 2 days £2,300 + VAT

VAT is charged at the prevailing rate, which is currently 20%; e.g. £2,300 + 20% = £2,760.

* Fees include instruction, materials, lunch and breaks. Preferential rates may be available for groups, University of Cambridge alumni and members of the School's Alumni Association. Please note prices pre-registration are subject to change.

For information regarding payment terms, cancellation rights, transfer policies and fees, please see our terms & conditions documents:

Terms & Conditions for Self-funded Applicants (pdf, 233KB) (updated 31 January 2018)
Terms & Conditions for Organisation-funded Applicants (pdf, 250KB) (updated 31 January 2018)

Registration closes at midday two working days before the programme start date.

Participants are expected to attend the full programme.

If you have any questions or would like to have a chat about this programme and how it could benefit you or your organisation, please get in touch with the programme advisor:

Jasmin Abdel-Moneim

Sales & Business Development Manager
Tel: +44 (0)1223 768071

executive.education@jbs.cam.ac.uk

Jasmin Abdel-Moneim

Version 3 (9 May 2018)

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Strategy

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