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Business Model Innovation: Design, Test and Transform
2,821 students
Business Model Innovation: Design, Test and Transform
business model innovation | product strategy | unit economics | monetization | process improvement | scaling | growth
Last updated 9/2026
English
English [Auto],
What you'll learn
- Read a business model and say which stage of growth it was actually built for
- Find and sustain product-market fit, and recognise when it has quietly been lost
- Choose a monetisation model and defend it with unit economics rather than with comparison
- Manage a portfolio with life-cycle logic: what to invest in, maintain or retire
- Set a North Star metric and the supporting set beneath it
- Frame an open-ended problem with MECE trees and find the root cause before redesigning anything
- Apply TRIZ to a contradiction the current model cannot resolve
- Map processes five ways, find the waste, and rebuild them for the new model
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
17 sections • 47 lectures • 29h 0m total length
Requirements
- A business or product whose economics you are responsible for or want to understand
- Basic commercial literacy: you should be comfortable with margin, cost and revenue
- No product management background required. Strategy and metrics start from the beginning
- English at intermediate level or above, since all lessons are in English
- Willingness to conclude that the current model is the problem
Description
This course contains the use of artificial intelligence.
Business models are not usually replaced because someone had a better idea. They are replaced because the old one stopped adding up, and everyone spent two years optimising it before admitting that.
The hard part is not designing a new model. It is recognising that the current one has expired.
Why companies optimise past the point of usefulness
Growth slows, so the response is more effort at the same levers: more marketing spend, more sales activity, more features. The metrics improve marginally and the underlying economics do not move, because the constraint is structural rather than operational.
Meanwhile nobody has decomposed the model into its parts — who the customer is, what they are actually hiring the product to do, how money is made, what a unit costs and returns — so there is no way to identify which part is broken. And the processes underneath were built for the model the company has already outgrown.
Product, economics and the model underneath
Forty-five lessons. Nine on product strategy: the role, finding and sustaining product-market fit, portfolio decisions with life-cycle logic, Jobs to Be Done and journey mapping for understanding what customers actually hire you for, product organisation design, North Star and AARRR metrics, monetisation models with unit economics, scaling and risk, and platform and ecosystem models.
Then twelve on the financial model underneath: what an efficiency-driven business is, how models evolve from start-up to corporation, translating intent into financial targets, finding process inefficiency, goal-setting people believe, the strategy pyramid, budgeting that supports decisions, indicators across four dimensions, Lean Six Sigma, scaling, and what follows efficiency.
Solving the problem and rebuilding the machinery
Then ten on structured problem solving, because redesigning a model is exactly the kind of problem with no available answer: framing with 5W1H, SCQA and MECE trees, root cause analysis, Pareto and Theory of Constraints, SCAMPER and Six Thinking Hats, TRIZ with the Ideal Final Result for contradictions that appear unresolvable, group facilitation, and the standard frameworks.
Then eight on process optimisation, because a new model meets the old process before it meets the market: waste, standardisation, maturity, five types of process map, improvement frameworks, architecture, and the full toolset from 5S and 8D through SIPOC, DRIVE and ICOR.
And six on gamification — the practical answer to getting people to participate in a change voluntarily, across attraction, onboarding, recognition, culture and learning, including options requiring no platform and no budget.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals — companies at very different stages, which is where the sense of when a model has expired comes from.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
Start with the unit
Take one unit of what you sell and write what it costs to acquire, deliver and support, and what it returns over its life. If those numbers are unavailable or contested, that is the first finding, and it explains why the strategy conversations keep going in circles. Enrol now and start the first lesson today.
Who this course is for:
- Founders whose growth has stalled and who suspect the model rather than the effort
- Product leaders deciding what the product should become rather than what to build next
- Executives running a business unit whose economics have stopped improving
- Strategy and transformation specialists redesigning how value is created and captured
- Operations leaders whose processes were built for a model the company has outgrown
- Consultants brought in when the numbers no longer respond to the usual levers
- Anyone whose organisation keeps optimising a model that has stopped working