FOR ANALYSTS, CONSULTANTS, ACCOUNTANTS
Learn to build and use digital-twin models of business systems.
"Why should I learn to do this?"
In short - it's a faster, clearer way to model how organisations actually work — and test plans and decisions before they are made.
Your learning pathway ...
Start here: How to build a digital-twin business model (short course)
... then here: Core Course: Master professional dynamic modeling.
(Classes 1-4, in full, or an 'Essentials' summary)
... then here: Extensions – Go deeper with Dynamic Business Models
(Classes 5-10: standard models for important issues)
Model the real world, in real time
... why analysts love this approach
Speed: Build time-based models far faster than is possible with spreadsheets or other tools.
Fewer mistakes: Visual causal links make the cell-reference errors that plague spreadsheets almost impossible.
Visualise: Watch how every element behaves over time - matched to real-world values - and see the causal structure driving that behaviour.
It's fun!: Watch the business system come to life on screen as the model develops from its first, simple start-point.
With teams, in real time: Work with decision-makers and teams, live, to answer the questions they actually care about – fast.
... and gain a rare and valuable skill. Few of your peers can do this – become the indispensable expert.
A digital-twin business model in action.
Here's a planning model for an elevator service firm ...
START HERE: How to build a digital-twin business model
Build a real-time digital-twin of a business — see how outcomes, resources, and decisions interact, explore scenarios, and test strategies.
Learn-by-doing with Kim Warren’s proven Four-Step Process, perfect for analysts, accountants, and consultants who want fast, visual, error-free models.
This GIF shows about ⅓ of the full model that you actually build in our "How to ..." course.
A growth plan for a consumer product ...
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CORE COURSE: Master professional dynamic modeling
Our classes 1-4 show how to build digital-twin business models serving the full range of leaders' strategic needs:
Whole-business strategy – see how products, customers, staff, and capacity interact to drive performance.
Functional strategy – tackle marketing, HR, product, IT, and other department's plans and challenges.
Key initiatives – competitive threats, model new ventures or major change programs.
One-off issues - understand and fix the strategic impact of local problems like high staff turnover or service crises.
What you get: Build models for each of these needs and adapt them for your own purposes.
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EXTENSIONS: Go deeper with Dynamic Business Modelling
Apply the same principles from the Core classes (1 to 4) to important issues using standard structures – one at a time or the full set:
Class 5: Resource Attributes. How to get better quality resources – customers who buy more, more skilled staff, products reaching more customers ...
Class 6. Resource pipelines. How to drive the customer pipeline, staffing hierarchy and product development.
Class 7. Competitive dynamics. Leverage three standard mechanisms – win new customers, steal existing customers, and take more from shared customers.
Class 8. Policies and decisions. Automate key decisions with policy structures to close that gap between what you have and what you want.
Class 9. Intangible factors. Build and sustain critical 'soft' factors – reputation, morale, data and quality-related issues.
Class 10. Capabilities and learning. How to combine growth of skills, procedures and data to build deep, lasting capabilities in your organisation.
Get the full Extensions set ... or pick individual classes.
Successes that exploited extensions to the core business models.
As adopted by
Using these models in both Sun Microsystems and Microsoft, the results speak for themselves. It is a key tool for senior managers.
John Kapson
Now: Sr. Director, Analytics & Data Science, Toyota Motors N America
This class fundamentally changed how I think about our company’s future, so I will use what I have learned for the challenges we face.
Mark Holman
Manager Regional Coordination, PJM Interconnection
These business models provided just what we need to explore scenarios for competition in the global tax-technology sector and test our strategies.
Kevin Boettcher
Director, Emerging Business; Vertex, Inc
These courses from Strategy Dynamics are fantastic. They are so good that we are looking to hire people with these skills. Thanks!
Bob Lamb
Founder and CEO, Foundation for Inclusion
The approach exceeded my expectations. The material is very powerful and provides rich and deep concepts and insights for the future.
Ahmad Waleed
Strategy Director, ELM Saudi Arabia
You lay out the material so well that we can easily internalize the approach. The model almost had a mind of its own, totally changing my understanding of our challenge.
Stephen Green
Director, Continental Mills
