skip to navigation skip to content

Dealing with Disruption: Strategies & Business Models

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.


Assess, create or revitalise business models given the disruptive innovation affecting businesses today.

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. As a result, we need to rethink who our customers are, while our customers rethink what they value.

We are living in an age of disruption, defined as fundamental changes in ways in which organisations and ecosystems operate. Organisations can no longer rely merely on product and service innovations, they need to change their business models to survive and succeed. New entrants are disrupting established industries such as Airbnb in travel or fintechs in financial services – this disruption poses a dilemma for both incumbents and new entrants.

Incumbents may want to respond to disruption but can also be reluctant to relinquish their advantage.

New entrants may need the support of the incumbent firms that they threaten. In such situations, an emphasis on the disruptive potential of innovations may backfire.

This programme brings together crucial insights from research on disruptive innovations combined with practitioner experiences to enable you to navigate this complexity.

Why Cambridge?

  • Cutting-edge academic research from a business school with 19 research centres. This programme draws on the research and teachings of Professor Ansari and Dr Munir, both of whom are regularly published in top tier academic and practitioner journals including the Financial Times, Businessweek and the Wall Street Journal
  • An approach born out of the Cambridge way where small class sizes intensify value and learning, whilst maximising your use of time.
The capability, the expertise of the academics who are delivering the programme provides some real value. On the first day I get back, we will 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 programme. I know we are going to make some fundamental changes.
Martin Barrett, Managing Director, Auswide Bank

Related articles

Traditional banks and the fintech revolution

Academic Programme Director of the Dealing with Disruption programme, Dr Kamal Munir, discusses how traditional banks are struggling to stave off the fintech revolution.

Read more


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.
Icon: Executive Education Certificates of Achievement.

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 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.

Faculty & speakers

Shazhad (Shaz) Ansari

Professor of Strategy & Innovation

PhD (University of Cambridge)

Kamal Munir

Professor of Strategy & Policy

PhD (McGill University)

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 Times, Wired, Businessweek and the Wall Street Journal.

Dates & fees



Fees *

19-20 May 2022

2 days

£2,500 + VAT

VAT is charged at the prevailing rate, which is currently 20%; e.g. £2,500 + 20% = £3,000.

* 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, 277KB) (updated 25 August 2021)
Terms & Conditions for Organisation-funded Applicants (pdf, 295KB) (updated 25 August 2021)

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

Participants are expected to attend the full programme.

Please ensure that you have read our Frequently Asked Questions, which provide important additional information about our face-to-face and Live Online programmes, in particular during the COVID-19 pandemic.

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
Open Programmes
Tel: +44 (0)7850 949628

Schedule a call with Jasmin

[email protected]

Access Jasmin's profile

Jasmin Abdel-Moneim

Version 9.1 (5 July 2021)


Strategy & Growth


2 days


19-20 May 2022

Book a place

Download a brochure

Contact us to find out more about Dealing with Disruption: Strategies & Business Models.

Contact us

To find out more about our range of open enrolment programmes, download our brochure.

Download the brochure