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[MUSIC PLAYING] Pretty much everyone is feeling the effects of disruption one way or the other.
We are living in an environment where change is the only constant.
You’re seeing a huge shift in consumer trends and behaviour.
Numerous different competitive threats, technological changes–
–platforms or inter-mediation.
It’s a huge mindset shift that you need to drive.
So you have to open your eyes and face the problems.
Disruption is, perhaps, the most powerful force that managers have to reckon with and prepare themselves for. They may be feeling disruption in the form of technological advances, so driverless cars, for example. And apart from technology, there are different business models that are coming and littering the landscape. These things are going to lead to a completely new ecosystem.
Dealing with Disruption is a programme that focuses on a tremendously important phenomenon. In the case of supermarkets, it’s competition online with banks under threat from fin-techs, advertising going online. Similarly in the public sector, the digital revolution is completely changing the way the state used to provide services. You’re either getting effected by disruption, or you are planning to disrupt other industries using your assets and capabilities.
This course actually gave me a broader insight into the changes in our environment in a more contextual sort of way.
The opportunity for me is to learn from cross-engagement with everyone, take on the knowledge of the faculty, and then see how I could use that in my own business back in my organisation.
It’s very a friendly environment. You really get to think about business ideas from another angle.
There is a lot of trust and belief in Cambridge as a brand name, and that’s what excites me as well.
We get really good knowledge, and it’s well-known in the world, and highly recognised.
The capability, the expertise, of the academics who are providing the programme allows for some real value.
If you are a manager who wants to be proactive, this programme is for you.
You have to change. If you are just staying as you have done in the past, you will not survive.
I think this is a very useful programme, and I would definitely recommend to my other colleagues as well, especially within the team.
On the first day I get back, we’ll have a draft of our strategic plan, and I’ll be reviewing that. I think that conversation is likely to be a different conversation to the one that it may have been prior to this course. I know we’re going to make some fundamental changes.
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.
For information regarding payment terms, cancellation rights, transfer policies and fees, please see our terms & conditions documents:
Terms & Conditions for Self-funded Applicants (pdf, 277KB) (updated 4 September 2019)
Terms & Conditions for Organisation-funded Applicants (pdf, 295KB) (updated 4 September 2019)
Registration closes at midday two working days before the programme start date.
Participants are expected to attend the full programme.
Version 8 (9 July 2020)