Corporate Strategy and Business Model Transformation Training Course

Course overview

Established corporations rarely fail for want of a strategy. They fail because the business model underneath the strategy quietly expires while the income statement still looks healthy. Andy Grove called the moment when the old logic stops working a strategic inflection point, and his central warning holds: by the time the numbers confirm it, the best options have usually gone. This compact executive course is about acting earlier. It teaches senior leaders to read decline signals in an established model, to judge honestly whether the model needs renewal or redesign, and to lead the redesign with discipline instead of waiting for a crisis to decide for them.

The teaching draws on the dual transformation approach of Scott Anthony, Clark Gilbert, and Mark Johnson, the three horizons framework for balancing today's core against future options, and the business model patterns cataloged by Alexander Osterwalder and Yves Pigneur. It also draws on McKinsey research showing that corporations which reallocate capital and talent dynamically outperform those that let last year's budget roll forward. The contrast between Fujifilm and Kodak, two firms that faced the same collapse of the film market with very different outcomes, anchors the whole course.

Recognizing an expiring business model before the results show it

Decline announces itself in leading indicators long before revenue turns: margins migrating to a different point in the value chain, younger customer cohorts adopting substitutes, new entrants with unit economics the incumbent cannot match at its current cost structure. Fujifilm read those signals and redeployed its chemistry and coating capabilities into cosmetics, pharmaceuticals, and display materials. Kodak, which had itself invented an early digital camera, protected the film franchise until the choice disappeared. The difference was not foresight, both firms saw digital coming, but willingness to move resources while the core still funded the move. Leaders who want to build that forward view of where new growth could come from will also find Strategic Visioning and Business Growth a natural companion to this course.

Course objectives

By the end of the course, participants will be able to:

• Spot model decay while revenue and profit still look healthy
• Abandon a pricing belief the evidence no longer supports
• Reposition the core business while it is still winning
• Redeploy people and assets the old model no longer needs
• Reallocate capital and senior talent ahead of the annual budget
• Argue the case for change to investors who see no problem
• Fund the venture before the core business starts to decline
• Forecast whether new revenue signals durable growth or activity
• Renew the model on a fixed cycle rather than after a shock

Course outline

Unit 1: The Strategic Imperative for Transformation

• Strategic inflection points and Grove's 10x force
• The Fujifilm response while silver-halide film still sold
• Watching margin migration and cohort replacement rates
• Sunk assets, legacy revenue, and the success trap

Unit 2: Assessing Current Strategy and Business Models

• Describing how the business model earns money today
• Profit by segment and customer beneath a healthy average
• Assumptions about pricing and channels nobody has retested
• Criteria for tuning the model or replacing it outright

Unit 3: Business Model Innovation Frameworks

• Capabilities built for the old model, worth more elsewhere
• A model that serves the same customer at lower cost
• Entrant costs already lower at a tenth of the volume
• Choosing a target model by capital, margin, and speed

Unit 4: Leading Corporate Strategy Transformation

• Transformation sponsorship senior enough to redirect funds
• Sequencing first moves while the core still pays for them
• Resource reallocation against a budget built on last year
• Explaining the change to people the old model rewards

Unit 5: Sustaining Growth through Transformation

• Protecting the new venture from the division it threatens
• Scaling the new model into repeatable, recurring revenue
• Revenue mix, option value, and early signs of growth
• Naming next year's assumption and the number that fails it

How the course is delivered

The pace is deliberately executive. Faculty lead structured group analysis of documented transformation cases, Fujifilm foremost among them, and walk participants through each framework using worked examples built on realistic corporate data. Facilitated discussion then turns the frameworks onto the participants' own organizations: each person leaves with a first-pass diagnosis of their current model and a sequenced view of what a transformation effort would require, tested against challenge from peers and faculty.

Who should attend

This course is intended for chief executives, executive committee members, divisional presidents, and heads of strategy or corporate development who carry responsibility for the corporate transformation decision itself, as well as board members who must approve and oversee it. It is particularly relevant in sectors where the core model is under visible pressure, among them media and publishing, retail banking and insurance, automotive, energy, and telecommunications. Participants optimizing a fundamentally sound model may be better served by our sibling course on competitive advantage.

About EuroQuest International Training

Headquartered in Bratislava, EuroQuest International Training was founded in 2015 and has since delivered over 1,000 open-enrollment courses attended by more than 15,000 professionals. Sessions take place at regular venues in Dubai, London, Barcelona, Istanbul, Vienna, Paris, and Geneva. Faculty for the strategy portfolio combine boardroom advisory work with direct experience of corporate change efforts.

Frequently asked questions

How is this different from Corporate Strategy and Competitive Advantage?

The sibling course assumes your business model fundamentally works and concentrates on winning with it: positioning, sources of advantage, and execution. This course starts from the opposite premise, that the model itself may need to change, and focuses on recognizing that moment, redesigning the model, and leading the shift. Many executive teams send different members to each.

Do we need a transformation already underway to benefit?

No, and arguably the ideal time to attend is before one starts. The diagnostic units are built for leaders who suspect their model is aging but have not yet committed to a direction, while the governance and sequencing material serves those already partway through an effort that needs tightening.

What documentation do participants take away?

Each participant receives a EuroQuest certificate of completion together with the course materials and case notes. No external certification is provided, and the frameworks studied, from dual transformation to the Osterwalder patterns, are taught as published subject matter with no affiliation between EuroQuest and their authors.

Related courses

• Corporate Strategy and Competitive Advantage
• Digital Disruption and Business Model Innovation
• Aligning Strategy with Business Operations
• Business Model Canvas and Lean Planning

Register for this course

Sessions are scheduled across our seven venues: Dubai, London, Barcelona, Istanbul, Vienna, Paris, and Geneva. Email info@euroqst.com with your preferred city, or complete the registration form here, and we will send the current schedule along with joining instructions for your chosen session.