Note du 29 juin 2020
Sans connaitre encore le temps que dureront les mesures de distances sociales liées à la pandémie de Covid-19, et quels que soient les changements qui ont dû être opérés dans l’évaluation de la session de juin 2020 par rapport à ce que prévoit la présente fiche descriptive, de nouvelles modalités d’évaluation des unités d’enseignement peuvent encore être adoptées par l’enseignant ; des précisions sur ces modalités ont été -ou seront-communiquées par les enseignant·es aux étudiant·es dans les plus brefs délais.
Sans connaitre encore le temps que dureront les mesures de distances sociales liées à la pandémie de Covid-19, et quels que soient les changements qui ont dû être opérés dans l’évaluation de la session de juin 2020 par rapport à ce que prévoit la présente fiche descriptive, de nouvelles modalités d’évaluation des unités d’enseignement peuvent encore être adoptées par l’enseignant ; des précisions sur ces modalités ont été -ou seront-communiquées par les enseignant·es aux étudiant·es dans les plus brefs délais.
5 crédits
30.0 h
Q1
Enseignants
Gailly Benoît;
Langue
d'enseignement
d'enseignement
Anglais
Préalables
This course is reserved for students with a bachelor's degree in business engineering or students with equivalent quantitative method skills.
Contenu
The objective of this class is to introduce the main concepts, models and issues of innovation management and their implications, in particular regarding new ventures.
We address in particular some key implications of innovation management regarding opportunity identification, assessment and implementation.
1. Build a shared vision of innovation
1.2. Innovation as a business: more than creativity
1.3. Innovation as a process: beyond ideation
1.4. Innovation typology
2. Manage entrepreneurial ecosystems (out of scope – see LSMS 2043)
3. Identify attractive innovation opportunities
3.1. Identify the sources of innovations – beyond R&D
3.2. Foster organizational learning – beyond ideation
3.3. Harvest and protect organizational knowledge assets (see also LSMS 2041 and LSMF2011)
3.4. Integrate external sources of knowledge
4. Develop a balanced portfolio of business models
4.1. Business model design – asking the right questions
4.2. Designing competitive business models – why and what
4.3. Mobilizing the right resources – who and how much
4.4. Valuating innovative business models – quantifying the unquantifiable
4.5. Building a consistent and balanced innovation portfolio
5. Implementation: fail fast and win big
5.1. Nimble execution: learn cheaply and adapt quickly
5.2. Lean development - more brain, less storming
5.3. Smart money - funding innovation projects (out of scope – see LSMS 2043)
We address in particular some key implications of innovation management regarding opportunity identification, assessment and implementation.
1. Build a shared vision of innovation
1.2. Innovation as a business: more than creativity
1.3. Innovation as a process: beyond ideation
1.4. Innovation typology
2. Manage entrepreneurial ecosystems (out of scope – see LSMS 2043)
3. Identify attractive innovation opportunities
3.1. Identify the sources of innovations – beyond R&D
3.2. Foster organizational learning – beyond ideation
3.3. Harvest and protect organizational knowledge assets (see also LSMS 2041 and LSMF2011)
3.4. Integrate external sources of knowledge
4. Develop a balanced portfolio of business models
4.1. Business model design – asking the right questions
4.2. Designing competitive business models – why and what
4.3. Mobilizing the right resources – who and how much
4.4. Valuating innovative business models – quantifying the unquantifiable
4.5. Building a consistent and balanced innovation portfolio
5. Implementation: fail fast and win big
5.1. Nimble execution: learn cheaply and adapt quickly
5.2. Lean development - more brain, less storming
5.3. Smart money - funding innovation projects (out of scope – see LSMS 2043)
Méthodes d'enseignement
The pedagogical methods used include lectures, case study and testimonials, pre-readings and student presentations
Modes d'évaluation
des acquis des étudiants
des acquis des étudiants
Continuous evaluation
Students who fail the January exam can have a second chance in September (oral exam or written work if student is abroad)
- See LSMS 2042
- Oral: No
- Written: No
- Unavailability or comments: No
- Oral: 3 Students/hour
- Written: No
- Unavailability or comments: Teacher-run schedule
Students who fail the January exam can have a second chance in September (oral exam or written work if student is abroad)
Autres infos
This class is coupled with LSMS 2042 Developing Innovative Ventures
Ressources
en ligne
en ligne
Navigating Innovation App on iOS and Android
www.NavigatingInnovation.org
www.Zinnovants.eu
Class presentations available on Moodle
Bibliographie
Reference book: Navigating Innovation (Palgrave, 2018)
Recommended readings:
Recommended readings:
-
Tidd J., Bessant D. (2018) Managing Innovation: Integrating Technological, Market and Organizational Change, 6th Edition, Wiley
- Berkun, S (2007) The myths of innovation, O'Reilly
- Schilling M.A. (2006) Strategic Management of Technological Innovation, McGraw-Hill
- Robertson, D. (2014) Brick by brick: How Lego rewrote the rules of innovation, RH
Support de cours
- Class presentations available on Moodle
- Class presentations available on Moodle
Faculté ou entité
en charge
en charge
CLSM
