1. Course Description

Managing innovation is often seen as the key to better performance of organisations and firms in today’s competitive new knowledge economy. In this course students will be enabled to look at innovation as a systemic process in which a manager using his agency can continuously adapt herself and her/his environment through appreciating and using recent insights on innovation management from a strategic perspective. The course is informed by perspectives on innovation such as New Product Development (in marketing) or links of innovation to creativity of the innovator (psychology and organizational change) or the imperative of firms to innovate (economics of innovation) or management of (new) technology. The focus however will be on using a synthetic frame on new insights on innovation from strategic management thinkers. Insights that, for instance, recognise the role of users, open and reverse innovation, multiple sources of knowledge, formal and informal networks in promoting innovation and even the disruptive nature of innovation for change.

2. Learning Outcomes:
This course seeks to:
- Equip students to think systemically to establish and lead innovation processes within organisations (knowledge);
- Demonstrate use of some tools or concepts of innovation in their projects and in their organizations eventually. This includes the use of simple tools such as brain-writing, value curves etc to enhance competencies in organizations for collaborative learning (application and skill set);
- View innovation as a team activity, how managers need to balance performance evaluation measures with fostering a culture of innovation (judgement);

3. Required Text Books and Reading Material

The following books will be used during the course to draw on primary material.
Westland, Christopher, J. 2009. Global Innovation Management: A Strategic Approach. Palgrave McMillan;
Conway Steve and Fred Stewart. 2009. Managing and Shaping Innovation. Oxford University Press.
Relevant chapters from this and other reading material will be provided to students who are requested to refer to various books on innovation maangement in the library.
A copy of Munshi, P. 2009. Making Breakthrough Innovation Happen. NOIDA, Uttar Pradesh: HarperCollins will be given to all students to help them to think on breakthrough innovations in the Indian context and will help during case discussions. Other books include

Govindarajan, Vijay and Chris Timble. 2010. The Other Side of Innovation: Solving the Execution Challenge. HBR Press
Also by same authors (2012) “Reverse Innovtion: Create far from Home win Everywhere”.
Mayle, David. 2006. Managing Innovation and Change. Sage.
von Hippel, E. 1988. The Sources of Innovation. Oxford: Oxford University Press.
Nirmalya Kumar andPuranam Phanish. 2011. India Inside: The Emerging Innovation Challenge To The West. HBR Press.
Chacko, Philip, C. Noronha and Sujata Agarwal. 2010. Samll Wonder: The Making of the Nano. Westland.

4. Tentative Session Plan

Session	Theme	Reading/case list etc.
1	Introduction	John Adair, a lateral approach to innovation p 21-26 Innovation and Juggling Michael Morgan p4, 22-24
2	Innovation and globalisation	Strategic humour, The Innovation Journal, Westland chap 1
3	Design thinking	Apple case study
4	Design thinking	Tim Brown on Design thinking HBR 2008
5	How does innovation occur	Drucker on Discipline of Innovation, Conway and Stewart Chapter 4
6	Innovation as creating new market space	Chan Kim and Mauborgne, HBR (2009)
7	Sustained innovation	von Hippel, Stefan Thomke (Health Forum Journal 1999)
8	Open innovation	Henry Chesbrough in Mayle chap 11, Hippel, open source science
9 & 10	Brainstorming and NPD	Spirulina case study
11	Innovation as capability	Hamel on "Future of Management" Harvard Press 2009
12	Innovation in emerging markets	GE in India case study, Tata Nano
13	Innovation strategies in emerging markets	Rishikesha Krishnan & Sivavardhini Jha 2012 "What can we learn from market leaders"
15	Innovation networks	Conway and Steward chap 3, SRI case, SNA as a tool
16	Disruptive and radical innovation	Clayton Christensen on Disruptive innovation
17	Base of Pyramid innovations	Aravind eye hospital case study
18	Innovation and IPR	Rajeev Surana "Protect your Ideas"…
19	Celebrating innovation	Whirlpool and CEMEX cases
20	Presentations by students	Term papers chosen by students

An attempt will be made to invite a CEO of a consultancy firm on innovation management for a guest lecture or two. The course outline is subject to changes based on registration and after the first class.

5. Pedagogy and Evaluation

The course will be through interactive lecture sessions, case based presentations and reports. Participants will be encouraged to reflect, analyse and make sense of a diverse set of material ranging from popular business magazines to specialized journal articles, case studies and books. To foster a culture of sharing and learning an electronic group would be created for the course. The students will be encouraged to share freely ideas and undertake peer reviews of each other’s works. Participants are expected to reflect on key innovation concepts through a term paper towards the end of the course. They could alternately also undertake a short term project to designing an innovation strategy for an organization.

Class and out of class participation: 20%

Assignments (minimum 3) 30%

Term paper: 20%

End term exam: 30%

6. Academic Integrity

Students are expected to source materials appropriately and avoid penalization. Plagiarisation is not particularly innovative. Class absence due to extra curricular pressures will not be entertained.