Business Model Innovation
Most teams focus their innovation effort on products and features, while the business model around them stays untouched. This course starts from a different question: how could this organisation create, deliver and capture value differently — and is that difference worth pursuing?
Participants work with practical tools such as the Business Model Canvas and Value Proposition Canvas to map an existing business model, surface its riskiest assumptions, and prototype alternatives. Rather than treating business model change as a one-off strategy exercise, the course frames it as a repeatable capability: a way of testing new revenue streams, channels or customer segments with the same discipline Agile teams bring to product development.
Course duration & format
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Duration:
1 day (f2f) / 2 half days live online sessions
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Format:
Instructor-led, face to face (or interactive online), working directly on participants' own business model challenges
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Optimum class size:
10 to 20 participants
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Entry requirements:
None
Learning outcomes
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Map an existing business model using the Business Model Canvas
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Identify and prioritise the riskiest assumptions in a business model
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Use the Value Proposition Canvas to test product-market fit
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Generate and evaluate alternative business model options
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Design lightweight experiments to validate a new revenue stream or channel
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Build a case for business model change that leadership can act on
The riskiest part of a new business model is rarely the product — it's the assumption you haven't tested yet.
Intended audience
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Founders, product leaders and strategy teams
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Business unit leaders exploring new revenue streams
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Innovation and corporate venture teams
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Anyone responsible for the long-term sustainability of a business, not just its next release
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