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BA
567 INNOVATION MANAGEMENT
Dave Gobeli, Spring 2007
Bexell 430, 737-3692,
Course Charter
Innovation Management is the
strategic management of an organization’s innovation system to stimulate
effective product, service and process innovation. This course will serve to introduce graduate
students to the challenges of managing the innovation process. It will contribute to the development of
critical thinking, communication, project management, and problem solving
skills from the combined perspectives of science, technology and business.
Learning Outcomes
This course will prepare you for
the role of a manager or specialist involved in the innovation process; you
will be able to contribute to the management of science and technology-based
product, service and process innovation activities in an organization. To achieve this, you will be able to (1)
review the dimensions and elements of an organization’s innovation system across
disciplines, (2) apply concepts and principles for managing this system, and
(3) prepare an innovation proposal based on an emerging technology.
Learning Activities
Activities include lectures,
readings, case analyses, article reviews, and a team innovation project. Lectures and articles will build on and
integrate class readings, as well as cover current thinking on innovation
systems. The group innovation project
report and presentation will be based on an actual organization and new
technology selected by the group; it will culminate in a convincing proposal
for a new research project.
Course Materials
Henry Chesbrough, Open Innovation. Required.
Christensen & Raynor, The Innovator’s Solution. Required.
BA567 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
Article review (group) 50
Exams (2 @ 25) 50
Case presentation (group) 50
Innovation project presentation
(group) 50
Innovation project report (group) 100
Contributions (class & project) 50
Total possible points 500
Schedule
Chapters
in Open Innovation are indicated by
OI # ("I" is Introduction, pp xvii-xxxi). Chapters in Innovator’s Solution are indicated by IS #. Article Reviews are indicated by A#. All assignments are due at the beginning of
class. Each student is to select, analyze and submit a written memo on four
cases below (not including the case their group presents). See General Guidelines and Innovation Project
(IP) Guidelines for more information.
|
Date |
Topic |
OI |
IS |
Assignments |
|
Apr4 |
The Innovation System |
I,1,2 |
1,2 |
Group/Case/Project selection. |
|
Apr11 |
Part I: Discovery Business Models |
3, 4 |
3,4 |
3M Optical Systems Case
(Group 1). |
|
18 |
Concepts |
5 |
5 |
A1,A2. IP presentation. Project memo due. |
|
25 |
Innovation Networks Part II: Design |
|
|
Exam 1. Apple Case (Group 2). |
|
May2 |
Open Innovation |
6 |
6 |
A3. Eli Lilly Case (Group 3). |
|
9 |
Strategic growth |
7 |
7 |
A4. Guidant Therapy Case (Group 4). |
|
16 |
Product design |
8 |
8 |
Exam 2. A5.
Dell Case (Group 5). |
|
23 |
Part III: Development Fueling innovation |
9 |
9 |
A6. Intel Capital Case (Group 6). |
|
30 |
Review and Projects
(IP) |
|
10 |
Written IP due Jun2 by
4:00 pm. |
|
Jun6 |
Innovation Projects
(IP) |
|
|
IP Presentations. |