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Digital Disruption: Digital Transformation Strategies
Digital Disruption: Digital Transformation Strategies
Executive Education
DIGITAL DISRUPTION:
DIGITAL
TRANSFORMATION
STRATEGIES
OVERVIEW
John Chambers
Former Executive Chairman and CEO,
Cisco Systems
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Digital Disruption: Digital Transformation Strategies
The reputation of Cambridge Judge Business School is internationally celebrated as a provider of stimulating
management education, with a particular emphasis on entrepreneurship and innovation management. With a
world-class faculty of over 70 members and a philosophy of collaboration, the School is a place where people from
many disciplines meet and share ideas – policy makers, entrepreneurs, leaders of industry, regulators, not-for-profit
organisations and academics.
Cambridge Judge Business School offers a distinctive approach born out of the University of Cambridge way, where
its programmes are based on leading-edge research from its 19 research centres, and are delivered by world-class
faculty. The School leverages the unrivalled resources of the wider University, giving participants a learning
experience of unrivalled quality, intensity, relevance and challenge.
Cambridge Judge Business School Executive Education covers a wide range of open enrolment and customised
programmes. These programmes are designed for organisations, business professionals, managers, leaders, and
executives from many different functions who strive for professional and personal growth. Programmes are
developed to help executives and organisations from both the private and the public sectors achieve operational
excellence and results.
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Cambridge ideas have
changed the world.
Over 100 Nobel
Prizes have been
awarded to affiliates
of the University of
Cambridge.
Digital Disruption: Digital Transformation Strategies
PROGRAMME FACULTY
Shahzad (Shaz) Ansari
Professor of Strategy & Innovation, Director of the MPhil in Innovation,
Strategy & Organisation Programme, Professorial Fellow of St Edmund’s College
Professor Ansari’s areas of expertise in executive education include strategic
management, technological and business model innovation, social innovation
and corporate social responsibility. He has contributed to executive education
programs 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), Shanghai University of Finance and Education among
several others. He is frequently invited to speak on issues related to strategy, innovation and social change.
Professor Ansari is also a member of the Cambridge Corporate Governance Network (CCGN).
He has published in several leading academic journals including Academy of Management Journal, Academy of
Management Review, Strategic Management Journal, Organization Science, Journal of Management Studies,
Strategic Organization, Research Policy, Industrial and Corporate Change, Journal of Management Inquiry and
Organization Studies.
He serves on the editorial boards of Administrative Science Quarterly, Academy of Management Journal, Academy
of Management Review, Strategic Management Journal, Journal of Management, Organization Science, Journal of
Management Studies and Organization Studies. He is a a high performing member of the Erasmus Research
Institute of Management (ERIM) at Erasmus University in Rotterdam, the Netherlands and is an Honorary Professor
of UCL, London.
Kamal Munir
Professor of Strategy & Policy, Academic Director, Centre for Strategic
Philanthropy (CSP), Pro-Vice-Chancellor (University Community and Engagement),
Professorial Fellow of Homerton College
Dr. Kamal Munir has been teaching at Cambridge Judge Business School since
2000 and his research focuses on technological and business model disruptions
at the corporate and societal levels.
He has published several articles in leading organisational and technology journals, including the Academy of
Management Journal, Cambridge Journal of Economics, Industrial and Corporate Change, Organization Studies
and Research Policy, and presented his work at numerous international conferences. At the same time, he has
written numerous articles for newspapers and magazines including the Financial Times, The Guardian, Dawn and
Economic and Political Weekly. His work has been quoted and cited in several forums, including BBC’s Hard Talk,
World Economic Forum, Financial Times - among many others.
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. He is frequently invited internationally to speak on issues
related to social, technological and economic change.
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Digital Disruption: Digital Transformation Strategies
PROGRAMME HIGHLIGHTS
The programme includes video lectures, discussions, live online teaching sessions and assignments. We expect
participants to dedicate 4 – 6 hours per week over the 10 weeks of the programme. Throughout the programme, we
will explore the world of disruption, from what it is and how to spot it, to how to harness new strategies of digital
revolution to your advantage.
Platform Strategies
Understand the challenges associated with
platforms and learn to develop strategies to
deal with them.
Challenges Adapting
Learn to distinguish successful platforms from
unsuccessful ones, and why some incumbents
are unable to adapt to disruption.
Ecosystem Evolution
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.
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Digital Disruption: Digital Transformation Strategies
SYLLABUS
• Dominant designs
• Why incumbents can’t adapt
• The challenge of scaling down
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Digital Disruption: Digital Transformation Strategies
• Defining platforms
• Platform dilemmas—and strategies for navigating them
• Comparison of conventional vs. platform strategy
• What strategists get wrong about platforms
• What is an ecosystem?
• Ecosystems in healthcare
• Disruption: incumbent perspective
• Disruption: new entrant perspective
• Value of ecosystems
• Mapping business ecosystems
• Why innovate?
• Innovation examples
• Relationship with performance
• Levers of business model innovation: technology
• Levers of business model innovation: management
• Levers of business model innovation: organisational forms
• Levers of business model innovation: co-creation
• Transformation trajectories
• Rethinking news and journalism
• Defining a business model
• Ideal type 1: product business model
• Ideal type 2: solution business model
• Ideal type 3: matchmaking business model
• Ideal type 4: multi-sided business model
• Business model thinking: who, what, and how
• Do’s and don’ts of business models
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Digital Disruption: Digital Transformation Strategies
CASE STUDIES
Dell
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.
Netflix
Discover how this powerhouse entrant took on incumbent Blockbuster to
become one of the most compelling examples of disruption to date.
Ryanair
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.
Kodak
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 recognisable brands—and what
ultimately led to its demise.
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Digital Disruption: Digital Transformation Strategies
CASE STUDIES
TiVo
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.
eHarmony
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.
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Digital Disruption: Digital Transformation Strategies
ASSIGNMENTS
Streaming Services
With Netflix, Amazon Prime, and Disney all competing, who will win? Who
will lose?
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Digital Disruption: Digital Transformation Strategies
The Digital Disruption programme is spread over 10 weeks and consists of Video Lectures, Live Webinars,
Assignments, Q&A Sessions, and Discussions.
Orientation
The first week is orientation week. During this week you will be introduced to the
other participants in the class from across the world and you will learn how to use the
learning management system and other learning tools provided.
Goal Setting
In other weeks, you have learning goals set for the week, including watching the video
lectures and completing the assignments. All assignments have weekly deadlines.
Video Lectures
The recorded video lectures are conducted by programme faculty.
Live Webinars
During the programme, there are four live webinars conducted by Professor Ansari
and Dr Munir. Live webinars are usually conducted between 1 p.m. and 3 p.m. UTC on
Tuesdays or Wednesdays.
Q&A Sessions
In addition to the live webinars, Course Leaders also conduct Q&A sessions every
week or every alternate week to help participants clarify any questions they may have
regarding the programme content.
Follow-Up
A Programme Support Team will follow-up through emails and via phone calls with
participants who are unable to submit their assignments on time.
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Digital Disruption: Digital Transformation Strategies
CERTIFICATE
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 Judge Business
School Management Certificate of Achievement. 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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Date
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Your Name
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completed
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Digital Disruption: Digital Transformation Strategies
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Digital Disruption: Digital Transformation Strategies
USD 2,000
2 Months, Online
Singapore residents who wish to enrol in this programme will be charged GST.
PREREQUISITES
The programme requires you to have a device and 1 Mbps (or faster) Internet
connection. The device on which you access the programme should support
one of the following browsers: Chrome 71, Firefox 64, IE 11, Edge 42, Safari 11.
ABOUT EMERITUS
Cambridge Judge Business School Executive Education is collaborating with online education provider
Emeritus to offer a portfolio of high-impact online courses. These courses leverage Cambridge Judge
Business School’s thought leadership and technical expertise developed over years of research, teaching,
and practice.
By collaborating with Emeritus, we are able to broaden access beyond our on-campus offerings in a
collaborative and engaging format that stays true to the quality of Cambridge Judge Business School
Executive Education.
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Schedule a call with a
Programme Advisor to
learn how this programme
can help you
SCHEDULE A CALL
APPLY NOW
Email: info@emeritus.org
Call: +44 122 858 5702