This course prepares managers and strategists to examine how their organisation creates, delivers, and captures value, and to redesign that model when markets, technology, or customer behaviour change. It treats business model innovation as a disciplined management process, not as a slogan for any new idea.
Participants learn to describe the current model, test where it is under pressure, generate and screen alternative models, and plan a controlled move from the existing business to a new one. The emphasis is on choices the organisation can resource and govern. The course supports professional strategy work. It is not a substitute for financial, legal, or investment advice, and it does not teach methods for misleading customers or investors about a model’s viability.
1. What a business model is: who is served, what value is offered, how it is delivered, and how money is made
2. Difference between strategy, a product, and the business model
3. Customers, channels, activities, resources, partners, and the revenue logic
4. Why models become outdated
5. Workshop: Describing the current model of a chosen organisation or unit
1. Customer shifts, technology, regulation, and new competitors
2. Cost structure and margin pressure
3. Dependence on a single customer, channel, or partner
4. What must be protected if the model changes
5. Evidence versus assumption
6. Workshop: Identifying the three strongest pressures on the current model and the evidence for each
1. Sources of model innovation: new customer, new offer, new channel, new revenue logic, new partnership
2. Incremental improvement versus a different model
3. Screening criteria: customer value, operational feasibility, financial logic, and risk
4. What the organisation is not equipped to do
5. Workshop: Generating options and discarding those that fail the screen
1. The chosen model: offer, delivery, partners, and revenue
2. Effect on the existing business and on staff
3. Pilot versus full replacement
4. Investment, capability, and governance of the change
5. Risks of running two models at once
6. Workshop: Drafting the new model and the transition path from the current one
1. Measures of model health: customer uptake, unit economics, and operational reliability
2. Decision rights: who approves a model change
3. Communication to staff, customers, and partners
4. Review points and stop rules for a pilot
5. Capstone: Present a business-model proposal covering the current model, the pressures, the chosen alternative, the transition, the measures, and the decision required
Training a team? Request private delivery at your workplace or online, tailored to your priorities. We’ll confirm the scope, dates and fees in your proposal.
Tell us what your organisation needs. The Komatek Academy team can discuss group pricing, preferred dates, delivery format and tailored course content.
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