Note from June 29, 2020
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
5 credits
30.0 h
Q1
Teacher(s)
Gailly Benoît;
Language
English
Prerequisites
This course is reserved for students with a bachelor's degree in business engineering or students with equivalent quantitative method skills.
Aims
At the end of this learning unit, the student is able to : | |
| 1 |
Having regard to the LO of the programme, this activity contributes to the development and acquisition of the following LO: At the end of this course, the student will be able to: |
The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
Content
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)
Teaching methods
The pedagogical methods used include lectures, case study and testimonials, pre-readings and student presentations
Evaluation methods
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)
Other information
This class is coupled with LSMS 2042 Developing Innovative Ventures
Online resources
Navigating Innovation App on iOS and Android
www.NavigatingInnovation.org
www.Zinnovants.eu
Class presentations available on Moodle
Bibliography
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
Teaching materials
- Class presentations available on Moodle
- Class presentations available on Moodle
Faculty or entity
CLSM
