This course provides practical tools for modeling, predicting, analyzing, and initiating industry transformation. 

All industries evolve, some more quickly than others. Industry incumbents are sometimes blindsided by new trends and technologies, and Some industries disappear altogether. Fresh thinking about an industry often comes from outsiders.

We will explore forces that affect industry evolution,  including technology including innovation, business model innovation, demographics, legislative action, geopolitics, and nature.

We will study how where the most profitable actors can be found in an industry, and also how the “shape” of industries evolve affected, e.g. centralization versus decentralization.

We will provide tools for mapping industries, identifying forces, and developing future scenarios.  The scenarios can be used as part of the strategy process of an enterprise.

This course is aimed at leaders who want to be more effective in a world of increasing uncertainty, growing complexity, and rapid change.

The work landscape is changing rapidly. Industrial-era leadership made assumptions about work and people which are no longer valid.

Work is portable — about forty percent of people now work from home. Work is also increasingly distributed around the world. Workflows are increasingly arranged by software, not people, and they can change dynamically. Employee tenures are shorter and the threshold for changing jobs is lower.

The external environment is more tumultuous than it has been in a long time as well, with geopolitical strife, the worst inflation in forty years, and great macroeconomic uncertainty.

This course provides up-to-date tools especially relevant for those who have to lead organizations with hybrid work and in rapid transformation.

In this course, we teach how to map and rapidly redesign organizations. 

Transformation efforts should seek to reshape the enterprise as a self-renewing network, able to attract talent and create new businesses that reshape or create industries.  Achieving this requires an organizational redesign, and it has to be done while the existing organization is operating.

In this course, we provide a framework for mapping and transforming  multiple dimensions of the enterprise all at once, including value streams, organizational structure, knowledge management, technology architectures, and culture.

We discuss organizational change capacity and how to improve it, and we will work on building one or more future change scenarios for an enterprise as well as how to execute the transformation.