Short classes on strategic issues and activities

The Strategy Dynamics method and its digital-twin business models can deal with a very wide range of "strategy" needs.

Each short course in this list:

... summarises the topic or function it deals with, and issues that arise 

... outlines how the dynamic structures and models of our method contribute to the topic or function

... explains how to leverage digital-twin models for better plans and outcomes

Some include free worksheets and working models.

The courses (summaries below)

1. Planning and managing performance improvement programs

2. Enabling  truly "strategic" management accounting

3. Dealing with competition

Coming soon:

4. Models for information-systems 'Enterprise Architecture'

5. Harnessing intangible business factors

6. Modeling environmental and social impact

7. Strategic human-resource planning

8. Dynamic models for Systems Engineering

9. Models for developing critical resources


1: Planning and managing performance improvement programs 

Businesses undertake many kinds of program to improve specific performance issues - from data-security to health and safety to energy use and carbon emissions - and many more.

All such programs share some common features:

... there is an unknown stock of problem-drivers harming performance - data-risks, hazards to safety, wasteful energy assets and so on.

... effort is made to discover those drivers and their impact

... effort and spending is then committed to fixing those problem-drivers

But many such programs stall or fail. This short course shows how managing some key factors can ensure progress and success - and how a standard-structure digital-twin business model can help plan, test and manage a program.

Dynamic business models for truly strategic management accounting

All institutions and associations serving accounting professionals urge their members to move beyond just the reporting of business performance, and provide their leaders with truly "strategic" management accounting support.

But - whether looking at whole-business plans or specific issues - fulfilling that need requires:

... defining and quantifying business factors in their own terms, not as financial proxies

... capturing and quantifying the interdependencies between those factors

... playing out how the business system or issue develops over time, both historically and into the future 

Current accounting methods and strategy frameworks cannot get close to fulfilling those needs - but this short course shows how dynamic business models can do just that, and more!

Understanding and managing competition

Businesses face competitive pressures in all aspects of their strategy, from launching new products, to fighting off aggressive rivals, to achieving their overall business plans.

It turns out that just three standard mechanisms - working together - determine how competition operates to determine growth of customers and sales:

Type 1 competition - racing to capture new customers, dominates early industry growth, but continues as markets mature. E.g. electric vehicles, non-meat alternative foods.

Type 2 competition - trying to steal existing customers - and hold on to our own! - dominates competition in mature markets, but can start building quite soon as new industries emerge. E.g. home insurance, business delivery services.

Type 3 competition - fighting for share of sales to disloyal customers - arises when customers can freely choose to buy from more than one provider. E.g. cleaning products, gasoline.

This short class explains with a real-world case how these mechanisms play out and interact, and how digital-twin models can handle the complexities. The class also offers Worksheets to apply the framework to your own case. 

Coming soon

4. Leveraging dynamic business models in Enterprise Architectures

Creating “Enterprise Architectures” (EAs) has long been a solid basis for developing organizations’ IT strategies and plans, e.g. through the Open Group's TOGAF standard. But qualitative EAs can be more reliable and powerful if supported by quantified dynamic business models (DBMs). We will explore how DBMs can enhance the alignment of IT systems with business goals, improve resource allocation, and facilitate effective change management in the technological landscape of an organization.

Coming soon

5. Managing intangible business factors and their impact

This course explores how intangible or ‘soft’ assets like reputation, skills, data and quality affect - and are affected by - the development of a business system and its performance. You will learn how dynamic business models (DBMs) can reliably specify, quantify and incorporate these often-overlooked elements. Understanding and managing intangibles can help with everything from fixing a local issue - like poor service or excess staff turnover - up to protecting the stability of the whole business strategy.

Coming soon

6. Environmental and social impacts

Companies are under ever-increasing pressure to both manage and report on their wider environmental and social impact, e.g. through ‘Integrated Reporting’, but the tools for this need are limited. This webinar will demonstrate how dynamic business models (DBMs) can provide a more comprehensive view of a company’s impact, aligning sustainability efforts with business strategies.

Coming soon

7. Strategic human resource management and "people analytics"

Companies often claim that staff are “their most important asset”, so need rigorous and powerful means to plan and manage the development of that asset. This class explores some core dynamic structures that drive the staffing system, and shows how DBMs can enhance workforce planning, talent management, and the optimization of human capital.

Coming soon

8. Dynamic models for systems engineering

Systems Engineering professionals develop, test and guide implementation of solutions to many business challenges, and have a strong body-of-knowledge for that work. This mini-course explores how dynamic business models can add to that capability and thus enhance its impact. It will focus on utilizing DBMs for designing, analyzing, and managing business systems, ensuring they align with business objectives and adapt to changing environments.

Coming soon

9. Developing critical business resources

CEOs and other leaders understand the critical role that key resources play in driving business development and performance - staff and their skills, strong products and services, valuable and loyal customers. But they also know that developing and sustaining these factors is tough! This class explores how dynamic business models (DBMs) can capture resource pipelines in marketing, staffing, product development, and other staged business processes. It shows how DBMs can be used to plan, analyze, and manage these processes, for stronger business development and performance.

Strategy Dynamics, 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

Start making stronger plans and better decisions with Strategy Dynamics. Starting today.

  • Understand the system that drives changing business performance
  • Make better plans and decisions to get strong, sustained results
  • Get examples of working models based on real-world scenarios
  • Access the course in the next five minutes 

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

As used by ...

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A crash course on standard strategy methods for CEOs and senior leaders

You need to develop strategies for your organisation. But you either missed out on training for how to do that, or you need an update.

This course explains the key strategy methods needed to develop and manage a strategy for your business. (The course does not employ our "dynamics" method, but is consistent with it).