Disruptive Innovation - Your Learning Journey

Unit 1: Disruptive Innovation: Why Now? Why Me? Why Not?

  • Master the application of S-curve for decision making 
  • Understand how innovation drives industry change 
  • Think like a disrupter, including business model innovation

Unit 2: Jumping The S-curve

  • Organizational sustainability requires jumping the S-curve, here you will learn the tools needed to do that
  • Learning from others (forward pollination, bringing ideas from other industries can help my business)
  • Intro to lean start-up and design thinking

Unit 3: Business Model Innovation

  • Understand the core principles of design thinking
  • Become familiar with the Business Model Canvas as a simple but powerful tool to think about your business 
  • Apply design thinking principles to identify innovation potential in your business

Unit 4: Innovation is a Social Phenomenon

  • Innovation as a social phenomenon involving teams and culture
  • Become familiar with the concept of conversation engineering 
  • Be able to apply this concept to your context

Unit 5: Innovative Organizations Deserve Innovative-Thinking Leaders

  • Think about what an explorer mindset looks like in leaders 
  • Defeat legacy thinking 
  • Address new leadership competencies
Articles by Bill Fischer
A conversation between Alex Osterwalder & Bill Fischer

IMD Professor of Innovation Management, Bill Fischer caught up with frequent IMD collaborator and CEO of Strategyzer, Alex Osterwalder, to discuss the Business Model Canvas, a tool Osterwalder invented to help companies innovate.

How entrepreneurs can convince others to buy into their ideas

More often than not, it is the story that makes the innovation, rather than the other way around. Want to be successful at innovation? You need to convince others to buy into your idea.

Legacy thinking is easier than thinking about the unknown

After more than 150 years of creating electric light, heavier-than-air, flying machines (...), gone to the moon, and so many more amazing innovations, we have become, all too often, "the can’t do guys”!

6 reasons why companies are not doing enough for their futures

Despite 41% of the respondents admitting that their firms are “at extreme risk of disruption,” 78% of innovation portfolios are allocated to continuous innovation instead of disruptive risks.


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