Reduce avoidable variation in how from ideas to viable business models is carried out across teams.
Leading the Shift from Ideas to Viable Business Models
An applied course in from ideas to viable business models built around the decisions practitioners actually face.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on from ideas to viable business models, which nobody trained them for. The hardest part of business models is rarely deciding — it is holding the decision when it becomes unpopular. Participants develop a defensible line of reasoning for the choices they make about the practice within organisational leadership. The material serves both public bodies and commercial organisations dealing with from ideas to viable business models. Organisations that document the organisational leadership capability properly resolve disputes about it far more quickly. Progress on business models is usually lost in the gap between approval and execution. Content is organised around the decisions practitioners actually face in from ideas to viable business models, not around theory headings. Each session closes with a decision the participant must justify about business models in their own setting. The programme closes with an action plan for this part of organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
Translate policy on business models into procedures that hold up under day-to-day pressure.
Protect the team's capacity so from ideas to viable business models is not delivered through exhaustion.
Set standards on business models and apply them consistently regardless of who is involved.
Prepare a short, evidence-based briefing on from ideas to viable business models for senior management.
Resolve conflict about business models without leaving residue.
Translate from ideas to viable business models into objectives each person can see themselves in.
Who Should Attend
Human resources partners advising leaders on from ideas to viable business models.
Project and programme managers whose success depends on business models.
Planning staff whose forecasts and budgets are affected by from ideas to viable business models.
Department heads and senior managers accountable for business models.
High-potential staff being prepared for wider responsibility for from ideas to viable business models.
Anyone whose accountability for business models exceeds their current formal training in it.
Course Modules
From ideas to viable business models: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1The meeting that finally unblocks from ideas to viable business models
- Name the person accountable for each part of from ideas to viable business models, not the committee.
- Recognise publicly one person whose work on business models went unnoticed.
- Prepare how you will respond when from ideas to viable business models is challenged publicly.
- Ask the team what they think is wrong with the plan for business models.
Session 2Reading the current state of business models honestly
- Review a past decision on from ideas to viable business models and state honestly what you would change.
- Establish what evidence demonstrates business models is under control.
- Confirm that the people affected by from ideas to viable business models heard it from you first.
- Set the review point at which business models will be reconsidered.
Business models: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Saying the thing about business models that nobody wants to say
- Identify the conversation about from ideas to viable business models you have been postponing, and schedule it.
- Record what was learned when business models did not go as planned.
- Decide the point at which you would escalate from ideas to viable business models.
- Establish the boundary of business models and record what sits outside it.
Session 2Deciding on business models when the information will never be complete
- Set escalation thresholds for from ideas to viable business models that work out of hours.
- Anticipate the objections business models will raise and prepare the answers.
- Identify your successor for from ideas to viable business models and the gap they need to close.
- Confirm that contractual obligations around business models are understood.
Business models: performance, standards and consistency
2 sessions · 8 pointsSession 1Applying the standard on business models to your best performer
- Confirm that those complying with from ideas to viable business models understand why it exists.
- Write down the reasoning behind your position on business models.
- Set out the decisions in from ideas to viable business models that require sign-off and by whom.
- Verify six months later that changes to business models have held.
Session 2Testing from ideas to viable business models before relying on it
- Prepare the response for the most likely failure in from ideas to viable business models.
- Assess the workload business models adds and what you will remove to make room.
- Agree the standard on from ideas to viable business models and confirm it applies to everyone.
- Distinguish symptoms from causes when business models underperforms.
Business models: influence across functions you do not control
2 sessions · 8 pointsSession 1Comparing business models with recognised practice
- Agree the smallest change to from ideas to viable business models that would be visibly useful.
- Confirm that reporting on business models reaches the people who can act.
- Give one piece of specific feedback on from ideas to viable business models within the week.
- Test whether the team can explain business models in their own words.
Session 2Showing that business models changed something measurable
- Identify which function can quietly block from ideas to viable business models and address it directly.
- Build the competence framework that supports business models.
- Arrange the handover of from ideas to viable business models so capability survives staff changes.
- Test the procedure for business models against a realistic scenario.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.