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Innovation Management

Objectives

Innovation is currently at the top of the strategic agenda for almost any company. Established companies invest substantial resources in developing innovation programs aiming to maintain and expand their competitive advantages whilst preventing disruption by new entrants. In a business environment of ever-accelerating change, a boost in competitive advantage requires breakthrough in addition to incremental innovation. Breakthrough innovation is usually thought of as the domain of startups and entrepreneurs. However, a few established companies have managed to successfully deploy in a corporate environment innovation approaches normally linked to startups. This is the domain of intrapreneurs (internal entrepreneurs). This course aims to provide students with a broad understanding of this domain and, more concretely, with the tools and knowhow to plan and implement innovation programs in established companies.

General characterization

Code

2397

Credits

3.5

Responsible teacher

António Marinho Torres

Hours

Weekly - Available soon

Total - Available soon

Teaching language

English

Prerequisites

Available soon

Bibliography

A.    Case Studies
•    The Walt Disney Studios. Harvard 2016 (9-516-105)
•    Intuit: Turbo Tax PersonalPro. Harvard 2016 (9-816-048)
•    Healthymagination at GE Healthcare Systems. Harvard 2012 (9-512-039)
•    Alphabet eyes new frontiers. Harvard 2018 (9-717-418)

B.    Notes and Articles
•    Johnson, Mark; Christensen, Clayton; and Kagermann, Henning (2008). Reinventing your business model. HBR (R0812C).
•    Pisano, Gary (2015). You need an innovation strategy. HBR (R1506B).
•    Nagji, Bansi and Tuff, Geoff (2012). Managing your innovation portfolio. HBR (R1205C).
•    Day, George (2007). Is it real? Can we win? Is it worth doing? HBR (R0712J).
•    Christensen, Clayton; Hall, Taddy; Dillon, Karen; and Duncan, David (2016). Know your
customers’ job to be done. HBR (R1609D).
•    Anthony, Scott; Duncan, David; and Siren, Pontus (2014). Build an innovation engine in 90 days. HBR (R1412C).
•    Dyer, Jeffrey; Gregersen, Hal; and Christensen, Clayton (2009). The innovator’s DNA.
HBR (R0912E).
•    Pisano, Gary and Verganti, Roberto (2008). Which kind of collaboration is right for you? HBR (R0812F).
•    Christensen, Clayton; Raynor, Michael; and McDonald, Rory (2015). What is disruptive innovation? HBR (R1512B).
•    Kim, W. Chan and Mauborgne, Renée (2004). Blue Ocean Strategy. HBR (R0410D).

C.    Useful book
•    Ries, Eric (2017). The startup way.

Teaching method

This course is delivered through a three-pronged approach: (1) theory: concepts and frameworks on innovation and intrapreneurship provide a shared basis for a structured understanding of the topic; (2) case studies: group reports, presentations and class discussion of relevant case studies and other examples enable a more concrete view of the topic; and (3) group project: development and presentation of an innovation program for an established company chosen by each group enable a hands-on approach to the topic.


Evaluation method

A.    Individual Assignments
•    Final Exam    40%
•    Class Participation    10%

B.    Group Assignments
•    Group Project    40%
•    Case-Study Report    10%

Subject matter

A.    Knowledge and Understanding
•    Innovation (definition, types, sources)
•    Intrapreneurship (innovation management in established companies)
•    Innovation management system (strategy, engine, enablers)

B.    Subject-Specific Skills
•    Planning and implementation of innovation programs in established companies
•    Idea generation (ideation, experimentation)
•    Innovation implementation (portfolio management, go-to-market)

C.    General Skills
•    Analytical thinking
•    Presentation skills
•    Group dynamics and teamwork