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Strategic Change & Renewal



The programme aims to help you design strategic renewal and changes that will boost firms’ competitiveness and profitability. You will learn how to develop a strategic renewal plan that maps the reconfiguration of capabilities and key activities with close attention to implementation challenges. The programme consists of interactive discussions of case studies and short articles with group and individual exercises to develop a strategic change and renewal plan for a company of your choice. The programme iteratively moves between class discussion, small group brainstorming and coaching and individual work on the renewal plan. In building your renewal plan, you will benefit from inputs from your classmates and professor in multiple rounds. Thus, we will make the best of the diverse ideas and experiences in the classroom.

The programme examines how executives respond to opportunities and challenges that require significant reconfiguration of their firm’s resources and capabilities. Strategic change can be triggered when firms deepen their strategy and may need to reconfigure (create, modify, discard) their competencies. By deepening its strategy, a firm can disrupt other parts of the business model. Diversification into new product categories and geographical expansion into new markets can also quickly expose the boundaries of a successful strategy. New growth initiatives demand major changes in a company’s relationships and capabilities. Likewise, when the industry is disrupted by shifts in technology, customer preferences and competitive dynamics, significant renewal of the firm’s strategy may become the only way to survive. Strategic renewal and change are a constant necessity and reality of executives’ lives and careers in various types of organisations.

Strategic renewal: what can we learn from the rail and food industry?

As business leaders, having a clear strategy and being aware of when crucial changes need to be made is imperative to success.

Read the article


  • Understanding when strategic change or renewal is essential, and how much resource and capability reconfiguration will be needed
  • Assessing alternative paths of renewal to accomplish the reconfiguration and renewal
  • Creating a strategic renewal business plan to map the changes in value proposition, capability configuration, and key processes
  • Anticipating configurational and implementation challenges and factoring potential solutions into your plan
Topics: map strategy, disruption, external fit, realignment, internal fit, capabilities


By the end of this two-day programme, you should be able to do:

  • Develop a strategic renewal plan that maps and explains the reconfiguration of resources and capabilities, key activities, and processes
  • Understand and articulate to others when and why strategic change and renewal are needed (or not) in a given situation
  • Address configurational and implementation challenges with the strategic change

This programme counts as one course for those completing 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 relevant to senior to mid-level managers and executives, founders, strategy directors, business development managers and consulting directors and professionals working in a wide range of industries.

Faculty & speakers

Yasemin Kor

Yasemin Kor

Beckwith Professor of Management Studies

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Professor Yasemin Kor received her MBA and PhD in Business Administration from University of Illinois at Urbana-Champaign in the United States. She has been teaching and doing research in strategic management for the past 20 years. Yasemin teaches Strategic Change and Renewal in EMBA and MBA, Mergers and Acquisitions in EMBA, Strategy Execution in Social Innovation Masters and Strategy Formulation in the PhD programmes in Cambridge.  

Professor Kor studies CEO and executive team competencies (human and social capital), board governance effectiveness (board capital and CEO-board interactions), and development and renewal of a firm’s strategy and core competencies. She has done research on firms in medical devices and biotech industries, professional service firms (law firms), food processing and food retail industries, transportation industry, and social entrepreneurship. Yasemin is a member of Cambridge Global Food Security Initiative and interested in sustainable food systems.

Professor Kor is a former US Fulbright Research Scholar and she served as an Associate Editor of Journal of Management, a premier research journal. She serves on the editorial boards of Strategic Management Journal, Journal of Management Studies, Strategic Organization, and International Journal of Strategic Change Management. She served an elected member of the Business Policy and Strategy Division Research Committee of Academy of Management, and was an elected Representative at Large in the Corporate Strategy Interest Group at the Strategic Management Society.  

Prior to her academic career, Yasemin worked in companies on stock portfolio management, market research and product management. In the past 20 years, she taught managers and professionals from companies such as Astra Zeneca, JPMorgan Chase, DuPont, MBNA, Comcast, Deloitte, British Telecom, RBS, Cummins, Nielsen, Addenbrooke’s Hospital, Lufthansa and Thomson Reuters. 

Jennifer Howard-Grenville

Jennifer Howard-Grenville

Diageo Professor in Organisation Studies

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Professor Howard-Grenville's research is focused on how people generate and navigate change within and beyond their organisations. She has conducted in-depth studies on how people seek to make meaningful change to address environmental issues in the semiconductor manufacturing, athletic apparel, oil and gas, and other sectors. Jennifer received her PhD at MIT, her MA at Oxford, and her BSc (Eng) at Queen’s University, Canada. She has taught extensively on management and sustainability topics at the MBA, Executive MBA, doctorate and undergraduate level. Jennifer is author or editor of four books, has published extensively in top management journals, and served as an Associate Editor at Academy of Management Journal, one of the field's premier journals.

Dates & fees

Dates Duration Fees *
3-4 May 2018 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.

I have enjoyed creating a strategic renewal plan, and the change is something I will be putting into place at my firm immediately.
It was one of the most useful classes I attended during or after my time in Cambridge. Speaking from my own experience the class was a very effective forum to begin to think through a strategic change in which I am currently involved.
Tom Bennett, Associate Director, Intermediate Capital Group & Founder of the Housing First Transition Fund, a joint venture with the Glasgow Homelessness Network

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:

Allison Wheeler-Heau

Director of Open Programmes
Tel: +44 (0)1223 765855

Connect with Allison on LinkedIn

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Allison Wheeler-Heau

Version 1 (7 November 2017)



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