Day 1: Reading Disruption Before Reinventing Models

Analyzing Industry Disruption

• Structural changes in industry
• Assess disruptive competitor moves
• Threats to current models
• Locate opportunities created by disruption

Exploring Innovation Opportunities

• Identify unmet market needs
• Scan emerging customer behaviors
• Explore underserved customer segments
• Prioritize attractive innovation spaces

Formulating Innovation Theses

• State strategic innovation assumptions clearly
• Link assumptions to market evidence
• Define questions requiring validation
• Set criteria for revising theses

Day 2: Rebuilding Value Around Beneficiary Needs

Analyzing Business Models

• Map how value is created
• Identify major revenue mechanisms
• Cost and resource logic
• Locate weaknesses in current model

Developing Value Propositions

• Define the customer problem
• Clarify the promised customer benefit
• Differentiate value from alternatives
• Test relevance with target customers

Defining Customer Segments

• Identify distinct customer groups
• Describe needs of each segment
• Estimate attractiveness of segments
• Select priority customer segments

Day 3: Designing Model Economics and Channels

Designing Value Delivery Channels

• Map how customers receive value
• Compare physical and digital channels
• Match channels to customer preferences
• Channel cost and effectiveness

Innovating Revenue Models

• Review existing revenue sources
• Explore alternative pricing mechanisms
• Test customer willingness to pay
• Sustainability of revenue streams

Analyzing Cost Structures

• Identify major cost drivers
• Separate fixed and variable costs
• Scalability of cost structure
• Locate opportunities for cost redesign

Day 4: Building Capabilities That Run Models

Defining Key Resources

• Resources critical to value
• Availability of key capabilities
• Prioritize scarce strategic resources
• Plan access to missing resources

Building Partner Networks

• Partners with strategic value
• Map complementary partner capabilities
• Mutual value from partnerships
• Clarify partnership roles and expectations

Developing Operating Models

• Activities required to operate
• Design roles around value delivery
• Align processes with business model
• Clarify governance of core operations

Day 5: Testing Models Before Scaling Decisions

Testing Business Models

• Turn assumptions into testable hypotheses
• Design low cost business tests
• Collect evidence from target users
• Revise model using test results

Assessing Financial Viability

• Estimate revenue and cost potential
• Test key financial assumptions
• Cash and funding needs
• Compare returns with investment requirements

Scaling Business Models

• Confirm model readiness for growth
• Identify constraints to scaling
• Adapt operating model for scale
• Stage expansion using evidence

• Hands-on workshop building a practical tool for Analyzing Industry Disruption
• Small-group case requiring decisions about Formulating Innovation Theses
• Guided simulation requiring participants to apply Innovating Revenue Models
• Workplace case review testing judgment around Scaling Business Models