3Continent Master of Global Management 2011-2012
Graduate School of Business Administration
_________________________________________________________________ Innovation Management Instructor: Dr. C Shambu Prasad Email: shambu@ximb.ac.in, intercom 740 Office hours: by (email contact) or appointment through secretary 0674 – 3983993 Course texts 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. and 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
Cappelli, Singh et al. 2010. The India Way: How India’s Top Business Leaders are Revolutionizing Management. Harvard Business Press.
Mayle, David. 2006. Managing Innovation and Change. Sage.
Douthwaite, Boru. 2005. Enabling Innovation. Zed Books.
von Hippel, E. 1988. The Sources of Innovation. Oxford: Oxford University Press.
Chacko, Philip, C. Noronha and Sujata Agarwal. 2010. Samll Wonder: The Making of the Nano. Westland.
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Course goals
Managing innovation is often seen as the key to better performance of organisations and firms in today’s new knowledge economy. Existing literature drawn largely from psychology, organisational theory and change and technology management streams are broadly at three levels. The first is a focus on the creative genius of the innovator and his/her personality attributes. At another level the focus is very often on the firm or organisation and the imperative of innovation within it (“innovate or perish”). There is also the macro or the nation state level where several countries in recent times have reoriented their growth strategies to emphasise innovation. Innovation in much of this literature is often reduced to developing new products. In thi 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. Insights that recognise the role of users, multiple sources of knowledge,, formal and informal networks in promoting innovation and even the disruptive nature of innovation for change. 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 brainwriting, 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). The course is organized around four modules The objective of the first part on understanding innovation of the course is to introduce innovation management and make clear the differences between innovation and invention, innovation management and change management and help understand some of the types of innovation – product, process and organizational or institutional innovations. This module will also provide a historical overview of innovation and look at the “discipline of innovation” and examine some of the patterns of industrial innovation. In the second module on “Ideas on innovation” students will be exposed to some recent thinking on innovation management such as design thinking and innovation, innovation as creating new market space (an introduction to the value curve), user-driven innovation (Breakthroughs at 3M case), disruptive and radical innovation, innovation networks and clusters. There will also be sessions looking at the concept of systems of innovation or innovation systems (national, regional and local) and their use by national governments in policymaking. The third module “Innovations in emerging markets” will expose students to ideas that have emerged from emerging economies, especially India. This will include ideas on reverse innovation, Gandhian engineering, Bottom or Base of Pyramid markets, grassroots innovation and recent thinking on inclusive innovation. The final will link innovation to entrepreneurship. The focus will be on the emerging field of social entrepreneurship and how business ideas have been sought to be applied to social problems. The importance of managers to formulate and answer “how to” questions will be brought out. Ideas of entrepreneurship will also be explored and the dynamics of fostering a culture of innovation will be discussed.
Class process & Engagement 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. They would be encouraged to reflect on learning through memos. To foster a culture of sharing and learning an electronic group that 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.
There would be a total of 20 sessions. Class and out of class participation through the e-group will constitute 20% of overall weight age. There would be several assignments starting from the second session. Individual assignments will include profiling innovative companies which will then be critically evaluated.
There will also be a presentation of case studies from the book by Porus Munshi in turns in each of the classes. This would be in teams of 3. The teams will be expected to build on the case and present key findings. Team presentations will include discussing cases studies on new product development, design thinking etc as they emerge in the courses. Overall the assignments will constitute 30% of overall evaluations. There would be at least one quiz during the course of the term.
Each student will be asked to take up an individual project on innovation. Details of this will be discussed in the first class and possibilities of live engagement with some organizations will be explored. This would have a component of 20%.
An end term examination will be conducted at the end of the course with a weight of 30%.
Grading
The overall grade for the course will be determined by the following components:
Assignments: 30%
Individual project: 20%
End term exam: 30%
Course Modules
The course will have four modules – “Understanding Innovation, Ideas on Innovation, ‘Innovation in emerging markets’ and ‘Innovation and social entrepreneurship’. The suggested session plan, topics and reading material is provided below.
Classroom code of conduct The standard 3C MGM Program Academic Policies with regard to the code of conduct in the class, grading and in other engagements in this course will be applicable to the course participants.
Created By: Debasis Mohanty on 01/06/2012 at 04:40 PM Category: 3CMGM Doctype: Document