BA 460 - Venture Management (4)

BA 460 VENTURE MANAGEMENT

Dave Gobeli, Fall 2007

Bexell 430, 737-3692, gobeli@bus.orst.edu

Office Hours: Tu 2, We 9, Th 3

Course Charter

New ventures are the driving force for change and new business creation, and hence foster economic development as well as career opportunities. Venture Management focuses on the venture management process for emerging technologies, introducing the student to business model creation, venture development, and venture implementation. This includes understanding the challenges of managing an organization’s innovation system with the associated new products, services and processes. This course will further contribute to the development of skills in creativity, problem solving, communication, and project management.

Learning Outcomes

This course will prepare you for the role of a manager or specialist in venture management activities within existing organizations or in startup businesses. To achieve this, you will (1) remember and understand Open Innovation principles, (2) remember, understand and apply the Business Model framework, (3) understand, apply and evaluate the New Venture Innovation Process, (4) analyze and evaluate Real Ventures in real organizations at different stages of growth, and (5) synthesize an actual new Venture Proposal.

Learning Activities

Activities include lectures, text readings, case analyses, article reviews, and a group venture proposal. Lectures and articles will build on and integrate class readings, as well as cover current thinking on new ventures. The group venture project and presentation will be based on an actual organization's business model and a new technology; it will culminate in a convincing proposal for a new business venture.

Course Materials

Henry Chesbrough, Open Innovation. Required.

BA460 Course Packet (includes cases). Required.

Grading

A grade of A requires 90% of the possible points, B requires 80%, C requires 70%, and so on. Plus and minus grades are +/- 3% from the base grades (e.g., B+ is 83% and C- is 67%). You can determine your grade to date at any time by calculating what percentage of the possible points you have earned on completed assignments.

Case analyses (4 @ 50; drop lowest) 150

Case presentation (group) 50

Exams (2@50) 100

Venture project presentation (group) 50

Venture project report (group) 50

Contributions (50 class & 50 project) 100

Total possible points 500

BA 460 SCHEDULE

Chapters in Open Innovation are indicated by OI # ("I" is Introduction, pages xvii-xxxi). Article discussions are indicated by A#. Each group presents one case. Each student submits an individual written memo on four of the cases below (lowest score is dropped; you must do the 3M and/or Apple case, but not the case your group presents). All assignments are due at the beginning of class, and unannounced quizzes (on any items below, including all cases and articles) will be given (part of class participation). See General Guidelines and Venture Project Guidelines for more information.

Date

Topic

Assignments

Sep25

Overview

The Innovation System

I,1

2,3

Generate concept ideas.

A1. Project/group/case selection (bring concept ideas).

Oct2

A. Venture Discovery

Business Models

Closed vs Open Innovation

at IBM

A2. Class exercise.

3M Optical Systems Case. Case Memo 1.

A3.

VP preliminary presentation. Project Memo due.

Innovation Networks

Exam 1.

Apple Computer Case. Case Memo 2.

B. Venture Development

Open Innovation at Intel

A4, A5.

Eli Lilly Case. Case Memo 3.

Nov1

Creating New Ventures at

Lucent

A6, A7.

Guidant Therapy Case. Case Memo 4.

Business Models and Intellectual Property

Exam 2.

Dell Computer Case. Case Memo 5.

C. Venture Delivery

Implementing Innovation

A8. Course Review.

Intel Capital Case. Case Memo 6.

Venture Projects

No Class, Holiday

Project workshop.

Venture Projects

Venture Projects due by 4:00 pm (Bexell 300 or 430). Project presentations.

Project presentations.

General Guidelines for Activities and Assignments

Class discussion

Class discussions will be based on text readings, lectures, articles, and cases. You are accountable for being prepared to discuss all course assignments, including all of the cases, whether you prepare a memo on the case or not. Not attending a class does not forgive you for lack of contributions.

Article reviews for class discussions, exams and application to cases

Read the article, noting the logical flow and organization (watch the headers!). Determine the main points or lessons from the article as it applies to the course and the case for that week; select relevant theory and examples from the article that highlight and clarify the main point or lesson. Do not repeat the whole article! On exams, you will have one page to review the article, plus one page for an exhibit.

Written case memos (individual)

Written case memos, focusing on the Case Focus Questions provided, are to a member of top management (use name and title). Use a font no smaller than this, with headers and one inch margins, two single-spaced pages of text maximum (not counting exhibits, which can be another two pages total) with no cover page. All memos must include a business model analysis exhibit, and should include one additional substantive, analytical exhibit (not a copy of any pre-existing exhibit) based on your own analysis. You must apply course concepts (including articles); each student prepares four memos (lowest one dropped; no make-ups are allowed). Memo format issues and additional requirements will be discussed in class.

Case presentations

Start with an overview! You have 25 minutes to discuss the case with the audience. Be creative, with a variety of presentation media; do not just use lists and read notes. All case presentations must include a case update and any special guidelines given in the Case Focus Questions attached. Also, involve the audience during your presentation to maintain their interest. This is not a lecture, and you will be interrupted if you do not involve the audience on substantive issues! A few minutes of formal Q&A will follow. Provide a copy of your visual aides to the instructor before you begin.

Individual contributions to class and group

Your class contributions (quality and quantity) will be evaluated by your instructor and by the class; display a name tent every day. At the end of the course, you will also be asked to evaluate the relative contributions of your team members to the group assignments. Be sure to confront team members who do not contribute their share during the project, and evaluate honestly at the end of the course. Unannounced quizzes will count toward class contribution too.

Course policies

1. Punctuality and attendance are required, and will impact your grade in multiple ways.

2. No make-ups will be given for missed memos or quizzes; late assignments will be penalized.

3. If you have a real emergency that interrupts your preparation, let me know ASAP.

4. Academic honesty is assumed in individual case preparations as with all assignments for this course. See http://www.orst.edu/admin/stucon/index.htm for more information.

5. Accommodations are collaborative efforts between students, faculty and Services for Students with Disabilities (SSD). Students with accommodations approved through SSD (737-4098) must contact the instructor prior to or during the first week of class to discuss accommodations.