Call Us:
+44 122 858 5702 (3:30 AM GMT - 6:00 PM GMT)
Call Us:
+44 122 858 5702 (3:30 AM GMT - 6:00 PM GMT)
23 March 2021
2 Months, Online
4-6 hours per week
Disruption is a force that is changing the corporate landscape like no other. Today’s organisations are not just being driven to transform to meet the demands of digital. With the recent wave of disruption that has left many in its wake, firms now frequently find themselves competing with players outside their own industry.
This unprecedented disruption is happening fast, as many well-known incumbents will attest. Succeeding in this volatile environment requires not only a thorough understanding of what disruption is and how to deal with it. Even more importantly, you must know how to disrupt others.
This new online programme from Cambridge Judge Business School Executive Education provides research-based insights on disruptive innovations and what it takes to build and manage successful business models in this complex era.
Understand the concept of disruption and learn about common disruption strategies. Explore how Dell, Netflix, and Ryanair disrupted incumbents with robust disruptive business models, paving the way for their success.
Learn the various reasons as to why incumbent businesses are unable to adapt to disruption and the challenge of scaling down.
Gain an introduction to the concept of ecosystems and learn to make accurate predictions of how new ecosystems are likely to evolve.
Learn about platform envelopment, two-sided markets and network effects, and how to distinguish successful platforms from unsuccessful ones.
Explore the challenges or dilemmas associated with platforms and learn to develop strategies to deal with them; understand what strategists get wrong about platforms.
Explore the importance of ecosystems from the perspective of both a new entrant and an incumbent as well as the importance of mapping business ecosystems.
Master the concept of business model innovation through examples of law firms, fintech and banking industries. You will also learn about the 4 levels of business model innovation, namely technology, management, organisational forms, and co-creation.
Learn about business model innovation especially, in the field of news and journalism and examine the 4 business models, namely product business model, solution business model, match-making business model and multi-sided business model.
Define and recognise disruption in its various forms and learn common disruption strategies.
Understand the challenges associated with platforms and learn to develop strategies to deal with them.
Identify what a business model is, and be able to design a business model to create value.
Learn to distinguish successful platforms from unsuccessful ones, and why some incumbents are unable to adapt to disruption.
Examine the importance of ecosystems from the perspective of both a new entrant and an incumbent, and be able to more accurately predict how new ecosystems are likely to evolve.
Learn how the technology corporation disrupted the PC industry and its incumbents by cutting out the middlemen (distributors, resellers and wholesalers), going directly to the end user.
Discover how this powerhouse entrant took on incumbent Blockbuster and became one of the most compelling examples of disruption to date.
Learn how Ryanair’s deliberate strategy and no-frills business model upended the budget airline industry, increased the size of the market and positioned the company for success.
From starting as an industry disruptor with a consumer camera to being disrupted by the shift to digital imaging, explore the colorful history of one of the world’s most profitable and recognizable brands—and what ultimately led to its demise.
Study the challenges TiVo faced as a new entrant trying to break into an ecosystem, from the dilemma brought about by their incredible innovation to the mistakes they made and the strategies they used in an attempt to remedy them.
Find out how the online matchmaking platform found success in a challenging market: forging its own path by carefully considering the rules of access and interaction, making the right tradeoffs, and effectively governing its platform.
Note: All product and company names are trademarks™ or registered® trademarks of their respective holders. Use of them does not imply any affiliation with or endorsement by them.
With Netflix, Amazon Prime, and Disney all competing, who will win? Who will lose?
Design a model as an incumbent and new entrant.
Assume the role of a company such as BMW, Tesla, Alphabet, Intel, Aston-Martin, etc. Which company will dominate?
What makes a platform successful?
Note: All product and company names are trademarks™ or registered® trademarks of their respective holders. Use of them does not imply any affiliation with or endorsement by them.
MPhil, PhD (University of Cambridge)
Professor Ansari’s research is focused on institutional processes and diffusion of practices; social and environmental issues, technological ...
More info
PhD (McGill University)
Dr Munir has been teaching at Cambridge Judge Business School since 2000. His research focuses on technological and business model disruptions at the corporate and societal levels and spans the competitive advantage of nations. Dr Munir has consulted for the State..
More info
Upon successful completion of the programme, participants will be awarded a digital certificate of completion by Cambridge Judge Business School Executive Education.
Please note that this programme can be incorporated into the completion of the Cambridge General Management Certificate of achievement (GMCA). It will be credited as an "in-person" 2-day programme for the purpose of meeting the GMCA requirements. If you require more details on the GMCA and wish to speak to our advisors please contact executive.education@jbs.cam.ac.uk.
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MPhil, PhD (University of Cambridge)
Professor Ansari’s research is focused on institutional processes and diffusion of practices; social and environmental issues, technological and management innovations; value creation and new market development; offshoring and outsourcing, reputation management, and bottom-of-the-pyramid strategies. He has contributed to executive education programmes in many organisations, including McKinsey, Airbus, Shell, British Telecom, China Development Bank, Nokia, Laing O'Rourke, UNICEF, Essex County Council, City & Guilds, KLEC (Kuala Lumpur Education City), and Shanghai University of Finance and Education, among several others. He is frequently invited to speak on issues related to strategy, innovation and social change.
PhD (McGill University)
Dr Munir has been teaching at Cambridge Judge Business School since 2000. His research focuses on technological and business model disruptions at the corporate and societal levels and spans the competitive advantage of nations. Dr Munir has consulted for the State Bank of Pakistan, the World Bank, and the Asian Development Bank. He has also been a consultant to the governments of UK, Pakistan and Nigeria. In the private sector he served as a consultant and trainer for several leading organisations and regularly conducts Strategy offsites for wide ranging firms. He is frequently invited internationally to speak on issues related to social, technological and economic change.
