Due to the COVID-19 crisis, the information below is subject to change,
in particular that concerning the teaching mode (presential, distance or in a comodal or hybrid format).
5 credits
30.0 h
Q1
Teacher(s)
Gailly Benoît;
Language
English
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: |
Content
The objective of this class is to introduce the main conceptual frameworks, analytical tools and issues related to the management of innovation and its implications, in particular regarding new ventures.
We also address some key implications of innovation management regarding opportunity identification, assessment and implementation.
Finally, we also introduce students to the challenges of consensus-based decision-making in uncertain and ambiguous environments
Class structure:
1. Build a shared vision of innovation
1.1. Why it matters : innovation management capabilities (out of scope – see LSMS 2116)
1.2. Innovation as a business: more than creativity
1.3. Innovation as a process: beyond ideation
1.4. Innovation typology: more than new products
1.5. Innovation strategies: beyond new product development (out of scope – see LSMS 2116)
1.6. Drivers of innovation strategies: beyond hype (out of scope – see LSMS 2116)
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 (out of scope – see 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 also address some key implications of innovation management regarding opportunity identification, assessment and implementation.
Finally, we also introduce students to the challenges of consensus-based decision-making in uncertain and ambiguous environments
Class structure:
1. Build a shared vision of innovation
1.1. Why it matters : innovation management capabilities (out of scope – see LSMS 2116)
1.2. Innovation as a business: more than creativity
1.3. Innovation as a process: beyond ideation
1.4. Innovation typology: more than new products
1.5. Innovation strategies: beyond new product development (out of scope – see LSMS 2116)
1.6. Drivers of innovation strategies: beyond hype (out of scope – see LSMS 2116)
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 (out of scope – see 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
Due to the COVID-19 crisis, the information in this section is particularly likely to change.
The pedagogical methods used include lectures, case study and testimonials, pre-readings and student presentations
Evaluation methods
Due to the COVID-19 crisis, the information in this section is particularly likely to change.
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
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
Faculty or entity
CLSM
