Course Description
Covers the discovery and identification of new business opportunities, the process of creation within the context of a mature company, the processes of growth through acquisition, and the absorption, discontinuance, or spinning out of businesses.
Week 1
Lecture: Course Introduction
Lecture: Critical Thinking
Lecture: Linking Ideas, Invention, Innovation, and Entrepreneurship
Outcomes
- Define and discuss the following terms:
Invention, innovation, entrepreneurship, paradigm, generic supply chain, externalities, innovation funnel, basic research, applied research, development, absorptive capacity, complex knowledge, tacit knowledge, technological spillovers, knowledge brokers, technological trajectory, radical innovation, incremental innovation, competence-enhancing (destroying) innovation, component (or modular innovation, architectural innovation, discontinuous technologies, technology diffusion, dominant design)
- Discuss the relationship between invention and innovation
- List categories of innovation
- Discuss the role of paradigms in setting strategic direction
- Describe the generic supply chain
- Discuss externalities in relationship to the supply chain
- Discuss the possible relationship between S-curves, component technologies, complementary technologies, and adopter categories
Week 2
Lecture: A Strategic Management View of Innovation and Venturing
Outcomes
Discuss and define the following terms:
- Porter’s Five Forces
- Threat of substitutes
- Complements or complementary products
- Stakeholder analysis
- Normative stakeholder analysis
- Porter’s Value Chain
- Core competencies
- Strategic intent
- Strategic intuition
- Balanced scorecard
- Structural dimensions of the firm
- Mechanistic vs. organic structures
- Impact of size on formalization
- Standardization and centralization
- Ambidextrous firm
- Modularity
- Life Cycle Assessment (LCA)
- Cradle to cradle
- Just noticeable difference
- Projection
- Scapegoating
- Hidden web of connections
- Ecological intelligence
- Neocortex
- Olfactory cortex or olfactory brain
- Collective consciousness
- Carbon Trust
- Geosphere
- Biosphere
- Sociosphere
- Satisfice
- Radical transparency
Week 3
Lecture: Life Cycle Assessment and Cradle to Cradle Design
Outcomes
Discuss and define the following terms:
- Dominant design
- Learning effect
- Absorptive capacity
- Network externalities
- Installed base
- Complementary goods
- Winner-take-all markets
- Path dependency
- Network externality value
- First-mover advantages
- Monopoly rents
- First-mover disadvantages
- Incumbent inertia
- Enabling technologies
- Uncertainty of customer requirements
- Greenwashing
- Mindful shopped
- Eco-transparency
- Credibility of rating systems
- Open source sites
- Authoritative
- Impartial
- Comprehensive
- Third-generation transparency
Week 4
Lecture: Finding and Developing New Technology
Lecture: Sourcing Innovation: Internal Technology Development Processes
Outcomes
Discuss and define the following terms:
- Fit with customer requirements
- Development cycle times
- Effectiveness
- Efficiency
- Sequential product development
- Parallel product development
- Partially parallel product development
- Product champions
- Customer and supplier involvement in product development
- Design for manufacturing
- New product metrics and post mortems
- Metrics for product development processes
- Metrics for innovation performance; cross functional teams
- Homophily
- Virtual teams
- Product launch timing
- Cannibalization
- Disintermediation
- Strategies for accelerating distribution
- Credible commitment
Week 5
Module: Innovations and Channels (Supply and Distribution)
Lecture: Integrating Supply/Distribution Channels with Value Chains
Outcomes
Discuss and define the following terms:
- Levels of certainty
- Cumulative chemical exposures
- Toxicology
- High doses from short-term exposures
- Low doses over decades
- Lifetime exposure
- Epigenetics
- Conclusive evidence
- Grandfathered chemicals
- Paradigm challenge
- Synergy among synthetic chemicals
- Amygdale
- Emotional logic
- Rational analysis
- Neuroeconomist
- Dance of accusation
- Defense and counteraccusation
- Paradigm of environmental health
- Inherent toxicity
- Precautionary principle
- Subcortical logic
- Cortical logic
- Methods for radical transparency
- Ecological transparency
- Senge’s Five Stages in a company’s move to sustainable practices
- Plundering the earth
- Restorative enterprise
Week 6
Lecture: Corporation Innovation and Growth
Outcomes
Discuss and define the following terms:
- R & D intensity
- Quantitative methods for choosing
- Discounted cash flow methods
- Net present value
- Internal rate of return
- Conditions under which real options approach applies to technology investment scenarios
- Methods for choosing projects
- Project Mapping
- Advantages of going solo vs. advantages of collaboration
- Joint venture vs. strategic alliance
- Licensing
- Outsourcing
- Choosing a mode of collaboration
- Partner selection
- Partner monitoring and governance
- Doing least harm
- Environmental upgrades
- All impacts analysis
- Virtuous cycle
- Firm level sustainable growth rate
- Firm level strategic funds programming
Week 7
Lecture: Protecting and Managing Intellectual Assets
Outcomes
Discuss and define the following terms:
- Intellectual Assets
- Appropriability
- Tacit knowledge
- Socially complex knowledge
- Patent
- Trademark
- Copyright
- Paris Convention for the Protection of Industrial Property
- Patent Cooperation Treaty (PCT)
- Trademarks and Service Marks
- Copyright
- Trade secrets
- Open source software
- Wholly proprietary systems
- Wholly open systems
- Continuum from wholly proprietary to wholly open
- Original equipment manufacturers (OEMs)
- Value added resellers (VARs)
- Advantages of control
- Advantages of diffusion
- Creative commons licensing
Week 8
Lecture: Course Conclusion
Outcomes
- Identify, describe, and provide examples of multiple types of innovation
- Identify, describe, and provide examples of key concepts in the fields of corporate innovation and new ventures
- Identify, describe, and provide examples of the multiple environments that influence or nudge the direction of management decision making
- Apply concepts of sustainability thinking to the multiple types of innovation
- Document an industry’s progress toward sustainability thinking
- Recommend an action toward greater sustainability for a company
The course description, objectives and learning outcomes are subject to change without notice based on enhancements made to the course. November 2011
