Model any business challenge or plan, quickly and reliably

Still using spreadsheets to tackle complex strategies and business challenges? Dynamic Business Models tackle business realities that those tools just can't handle - and are easier and more transparent too!   (See free preview lessons listed below)

Our Core business modelling course exploits the reliable principles in the AgileSD method to get you powerful, practical models - fast! 

... start from the simplest working model possible

... with live time-charts on every item that changes

... you always see how your model matches reality 

... work back step-by-step to a complete and rigorous model

Follow our demonstrations to build a range of working models. And standard templates provide a start-point for almost any case - so use them to kick-start your own models.

Want a pre-view of this course? .. see the getting-started sample course.

Lessons in each class ...

  • 1

    Introduction and things you need to know

    • Welcome to the business modelling course

    • Tell us about yourself

    • Get the software ... !

    • [ Updates to the Sheetless software ]

    • Course approach and how you will learn

    • What IS a Dynamic Business Model?

    • Why are Dynamic Business Models so powerful?

    • Quiz about dynamic models

    • The Curriculum - course structure and classes

    • ... for users of Stella and other modeling software

  • 2

    Class 1: Our aim - improve performance over time

    • Class 1: Performance over time - Overview

    • 1.1 : Specify the performance-over-time to model

    • Video 1.1a: (13 min) Starting the restaurant start-up model

    • Video 1.1b: (5 min) Starting the pharmaceuticals competition model

    • 1.2 : Purposes a model may fulfil

    • Video 1.2 (9 min) Plans and issues, for a whole organisation or a part

    • 1.3 Choosing the right time-scale and time-units

    • Video 1.3 (9 min) Appropriate timescales and time units

    • 1.4 Adding simple calculations

    • Video 1.4a (12 min) Calculating sales and profits for the restaurant start-up

    • Video 1.4b (8 min) Adding calculations and charts - BMpharma1b model

    • 1.5 Explore performance outcomes + useful tricks + more modelling principles

    • Video 1.5 (15 min) Exploring performance outcomes (+ useful tips)

    • Self-assessment QUIZ 1 - defining Objectives

    • Class 1 Additional resources

  • 3

    Class 2: How "Stocks", Decisions and External factors drive performance

    • Class 2 Overview

    • 2.0 "What is a Stock and why should I care?"

    • 2.1 : Stocks, Decisions and External factors drive performance

    • Video 2.1a (16 min) How Customers drive restaurant sales growth and how staff drive service capacity and staff costs

    • Video 2.1b (7 min) How Physicians drive sales for the pharmaceuticals product

    • 2.2 : Standard Customers-to-Sales relationships

    • Video 2.2 (11 min) Standard structure for how customers drive sales and revenue

    • 2.3 : Standard supply-side relationships

    • Video 2.3: (7 min) Standard structure for how staff and assets drive capacity and costs

    • Self-assessment QUIZ 2a (What are Stocks?)

    • 2.4 : When your objective is itself a Stock

    • Video 2.4 (8 min) When the objective is a Stock - cases of staff-development and client-retention

    • 2.5 : Non-financial objectives - and using functions and 'look-ups'

    • Video 2.5a (13 min) Non-financial indicators, functions and look-up relationships

    • Video 2.5b (5 min) Generic model of work-pressure impact on work quality and fulfilment.

    • 2.6 : Splitting out groups or segments

    • Self-assessment QUIZ 2b (Stocks driving performance)

    • Video 2.6 (14 min) Splitting out groups and segments - demo of elevator-service with large and small customers.

    • Class 2 Additional Resources

  • 4

    Class 3: How Stocks accumulate and deplete

    • Class 3 Overview

    • 3.1 : How Stocks 'accumulate' driven by Flow-rates

    • Video 3.1a (14 min) How Flows fill and drain Stocks.

    • Video 3.1b (8 min) Losing a fraction of a Stock each period

    • Self-assessment QUIZ 3a - how Flows change Stocks

    • 3.2 : Where Flows come from and go to

    • Video 3.2 (22 min) Where Flows come from and go to

    • 3.3 : Customer Flows and sales - a common structure

    • Video 3.3 (8 min) : The generic customers-sales-growth model and examples ...

    • 3.4 : Period-end and period-average Stock values

    • Video 3.4 (4.5 min) : Calculating period-end and period-average Stock values and correcting sales rates

    • Self-assessment QUIZ 3b - more on Stocks and Flows

    • 3.5 : Adding delays to when Flows happen

    • Video 3.5 (7 min) Adding delays to when flows happen

    • 3.6 : Durable products and one-time services

    • Video 3.6 (9 min) Stocks and performance for durable products and one-time services

    • 3.7 : Stock-Flow structures with groups or segments

    • Video 3.7 (11 min) : Adding Flows to the Stocks in segments of a model (elevator-service example)

    • 3.8 : Why segmentation is vital!

    • Video 3.8 (4 min) Why segmentation is vital

    • Class 3 Additional Resources

  • 5

    Class 4: How interdependence and feedback create the business system

    • Class 4 Overview

    • 4.0 : SUMMARY of interdependence, feedback and the core business system

    • Video 4.0 (17 min) : Summary explanation of interdependence, feedback and the core business system

    • 4.1 : Existing Stocks drive flow-rates

    • Video 4.1 (11 min) : How Flow-rates depend on existing Stocks

    • 4.2 : Decisions drive flow-rates

    • Video 4.2 (10 min) : How Decisions drive Flow-rates in and out of Stocks

    • 4.3 : External factors drive flow-rates

    • Video 4.3 (9 min) : How external factors drive Flow-rates

    • Self-assessment QUIZ 4a - What drives flow-rates?

    • 4.4 : Interdependence causes direct feedback

    • Video 4.4a (16 min) Reinforcing feedback driving growth - balancing feedback limiting growth

    • Video 4.4b (13 min) Checking the behaviour-over-time of feedback mechanisms

    • 4.5 : The Strategic Architecture

    • Video 4.5a (15 min) A generic architecture and example with the restaurant model

    • Video 4.5b (16 min) More important details of the restaurant core architecture model

    • Self-assessment QUIZ 4b - Feedback and the strategic architecture

    • 4.6 : 2-sided businesses, intermediaries and multi-stock feeback

    • Video 4.6a (10 min) Multi-Stock feedback principles, 2-sided markets and intermediaries

    • Video 4.6b (9 min) Consumer-brand example of multi-stock feedback and intermediaries

    • 4.7 : Automating Decisions with Policies

    • Video 4.7 (10 min) Automating decisions and restaurant staff-hiring example

    • Class 4 Additional Resources

  • 6

    Core-course wrap-up

    • Summary and slides for these short videos

    • What we have done in this course

    • "Selling" dynamic business models to others

    • Extension structures and models

    • Develop your skills

    • More resources from Strategy Dynamics

    • End-of-course survey