Welcome. Dubai Leadership Program.

Day 1

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Agenda

● How fast is the change today?

● How exactly is the world changing?
● TAG Heuer Exercise
● Business Model Canvas
About Coursalytics

Booking experts for in-house executive Selection and booking of executive

development programs, workshops, programs offered by top business schools,
seminars and one-on-one consultations. schools of public administration, law schools,
and non-university providers all over the
world.

Data analytics and research for Development and delivery of customized

competitive benchmarking and new live online and in-person programs for top
program development for corporate managers led by leading global educators
universities and top business schools.. and expert practitioners based on our
unique data.
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Our experts work in leading

world universities and business schools
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Clients and partners

Digital Transformation in 2023
Today is the Slowest Day of the Rest of Your Life
10 Largest Companies Have Always Been There. Or Have They?
2007: 7 companies owned 99% of cell phone sales profits
In 6 years 1 newcomer controlled 92% of cell phone profits
PESTEL Analysis
 Economic factors: Socio-Cultural factors:
• Business cycles • Population
Political factors: demographics
• GNP trends
• Government stability • Income distribution
• Inflation
• Taxation policy • Social mobility
• Disposable income
• Foreign trade • Levels of Education
• Unemployment
regulations • Lifestyle changes
• Social Welfare policies • Attitudes to work and
• Corruption leisure

Organisation
Legal factors: Technological factors:
• Competition Law • Govt spending on R&D
• Employment Law • Govt and industry focus on
• Health and safety Environmental factors: technology effort
• Product safety • Energy • New discoveries/
Consumption • Speed of technology
• Environmental transfer
protection laws • Rates of obsolescence
What’s in Common between Those?
Reinvention is Key
What’s up with the World?
AI Revolution
AI is Unavoidable
Climate Change
World at War in 2023
Countries in which armed conflicts between the state forces and/or rebels were reported in 2023
Demographic Trends: Global Aging
Better Understanding of Humans?

● Human Biology
● Decision Making
● Diversity, Equity &
Inclusion
BioTech

● Human Genome Project Completion

(2003)
● CRISPR-Cas9 Gene Editing
● mRNA Vaccines
● 3D BioPrinting
● CyberBio
SpaceTech
TAG Heuer
Combining the Old and the New
What’s Our Best Recommendation to
Traditional Swiss Watchmakers?
Business Model Canvas

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What’s Business Model Canvas?

● Structured approach to business modelling

designed by Alexander Osterwalder and Yves
Pigneur (in their book: Business Model
Generation)
● Not the only approach, but very popular
among startups and corporations alike
● Flexible, adaptive, and allows to see the whole
picture
The Business Model Canvas
1. Customer Segments

● Key Question: Who are we creating value for?

○ Who are they?
○ What do they do?
○ Is this a mass or a niche market?
2. Value Proposition

● Key Question: How does our product/service solve the customer’s

problem / satisfy important need?
○ What specific problem are we solving?
○ What job are we helping the customer to get done?
○ How does our product/service do that?
3. Channels

● Key Question: How are we going to reach our customers?

○ How do our customers want to communicate with us?
○ Where do they get their information before making a
decision or a purchase?
○ How do they want to receive the product or service?
4. Customer Relationships

● Key Question: What kind of relationships and with whom

customer have with our brand?
○ How do you build these relationships?
○ How do you develop these relationships?
○ Are they transactional or personal or somewhere in
between?
5. Revenue Streams

● Key Question: How do we capture value from our

customers?
○ How do customers pay us?
○ Is this a subscription or a one-time transaction?
○ Do we sell licenses or get royalties?
○ Is this a freemium model?
6. Key Resources

● Key Question: What key resources are needed for our

value proposition to be communicated (customer
relationships), to get to our customers (channels) and for
the value to be captured (revenue streams)?
○ Intellectual property? Brand?
○ Factories, office space, showrooms or other physical
assets?
○ What human capital do we need?
○ How much money do we need to make this happen?
7. Key Activities

● Key Question: What do we have to be really good to

communicate our value proposition (customer
relationships), to deliver it to our customers (channels) and
to capture value (revenue streams)? ?
○ Manufacturing?
○ Recruitment?
○ Marketing?
○ Design?
○ Lobbying?
○ ?
8. Key Partners

● Key Question: Who can help us get resources that we don’t

have and perform key activities more effectively?
○ Suppliers?
○ Banks?
○ Government?
○ Independent contractors?
9. Cost Structure

● Key Question: How much does it cost us to communicate,

deliver, and capture value ?
○ What are the most important costs inherent in the
business model?
○ What activities and resources are the most expensive?
○ What are our fixed costs vs variable costs?
○ Would our business model be cost-driven or
value-driven?
Exercise

● In a group, your job is to reinvent a company operating in a

traditional industry using new technologies we discussed
earlier (AI, biotech, spacetech, 3D printing etc.).
● You can pick your own or select one of the following:
○ A restaurant
○ An airline
○ A cosmetics manufacturing company
○ A hostel
Thank you!

Ilya Breyman Alex Dolinskiy

Co-founder and Co-founder and Head
CEO of University Relations
ilya@coursalytics.com alex@coursalytics.com
www.linkedin.com/in/breyman www.linkedin.com/in/dolinskiy

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