Course overview
Established firms face a difficult double task: protect profitable operations while responding to entrants that begin with simpler, cheaper or more accessible offers. Teams often label any new technology disruptive, fund ideas without testing customer demand, or announce change before managers can alter decisions, measures and routines. The result is stalled pilots, defensive business units and investments that do not reach adoption.
This course examines disruptive innovation as a strategic and organisational change challenge. Participants distinguish sustaining improvements from low-end and new-market disruption; identify customer jobs, nonconsumption and adoption barriers; and convert evidence into opportunity theses. They use Jobs to Be Done interviews, Business Model Canvas choices, Lean Startup experiments, Three Horizons portfolio logic and diffusion analysis. The change-management element covers sponsor alignment, stakeholder mapping, readiness diagnosis, Kotter's eight steps, ADKAR, resistance handling, communications and adoption measures. Participants learn to protect the core where appropriate, create a separate model when required, and manage the transition between both.
Instruction combines short briefings with cases from banking, public services, consumer markets and technology businesses. Groups analyse evidence, make portfolio and operating-model choices, conduct structured stakeholder work, and rehearse sponsor decisions in simulations. Each participant leaves with a disruption diagnosis, a customer opportunity thesis, a business-model comparison, an experiment plan, a change impact and stakeholder map, and a 90-day action charter that can be adapted to a live initiative.
It suits managers and specialists responsible for innovation, transformation, product, strategy or operational change where new customer expectations and emerging business models challenge established services.