Syllabus & Sap MM5026 Management of Innovation, Technology and Entrepreneurship For Executive [PDF]

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SYLLABUS & SAP MM5026 Management of Innovation, Technology and Entrepreneurship for Executive



BLEMBA 28 Short Semester 2020/2021



MASTER OF BUSINESS ADMINISTRATION INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba



CONTENTS



Page Facilitator Profile



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Course Description



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Expected Learning Outcomes



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Course Outline



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Learning Guidance



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Prerequisite



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Learning Method



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Presentations



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Pre-Assignment



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Class Participation



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Essay Assignment



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Final Examination



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Grading Policy



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Reading Materials



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Guest Speakers



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Course Schedule



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FACILITATOR PROFILES Dr. Leo Aldianto, MSAE, MBA E-mail: [email protected] Obtained a Master degree in Aerospace engineering from Delft University of Technology – the Netherlands (1993), a MBA from TSM Business School – the Netherlands (2000), and a Doctoral degree from ITB, he has the working experience in the technical as well as in the management area in Aerospace and ICT industry. Starting as a structure engineer in Indonesia’s N250 aircraft project, then project engineer in N2130 aircraft project, he has got a re-education to enter the management side of the industry. During 2000 until 2002 he has been a Project Manager at Telkomsel, the biggest cellular company in Indonesia, guiding the implementation of the Interconnection billing. After a short period at Sandz Solution, where he sold Silicon Graphic Solutions and Storage Solutions, Leo joined a French company -GECI Indonesia- as a Marketing and Sales Manager. He was responsible to introduce and to sell the 19-passenger turboprop aircraft called SKYLANDER. In the period of July 2006 – March 2007 Leo was back into the project management, he was a Project Manager at the Indonesian Ministry of Finance in a project to build a Data Collaboration System. Leo is a member of the Interest Group of Entrepreneurship and Technology Management at ITB’s School of Business and Management (SBM) since April 2007.



Dr. Bambang S. Pujantiyo Email : [email protected] Obtained a Bachelor degree from Toyohashi University of Technology – Japan on 1989, a Master degree on 1991 and a Doctoral degree from Nihon University – Japan on 1994. Since 1994 he has been working for the Indonesia Agency for the Assessment and Application of Technology (BPPT) as a profesional position as well as a CEO and Director in the field of technology based business until 2018. During this period, while creating many start-up technopreneur as well as establishing a spirit of technopreneurship inside his office, also proposing a methodology on commercialization of technology. Many project have been established such as building a technology business incubation model and always promoting technopreneurship in regional area and universities. From 2007 to 2014 he wrote 2 books that concerned on strategies to become an innovative entrepreneur, and also obtained IPR about the Indonesian Network for Technology Industry Matching (InTIM)



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On 2010 he also has been working for government financial institution (PNM Venture Capital) as the senior advisor until 2020. In this office he is supporting the management in case of how to create creative technopreneurs.



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COURSE DESCRIPTION Technological innovation is increasingly become the source of sustainable competitive advantage for firms around the world. However, building an organization to successfully and repeatedly bring technological innovations to market is a daunting managerial challenge. This course will focus on the study of fundamental concepts of innovation and technology management to provide the students with an in-depth understanding of the underlying principles of this discipline. Innovation process, technological change, motivation and leadership theories, technological entrepreneurship, strategic management of technology and system interfaces in existing and emerging technologies are discussed in the course. Ongoing innovation and technology management research is critically evaluated in classroom discussions. Case studies and innovation projects are included.



EXPECTED LEARNING OUTCOMES By the end of this course, students are expected to have an understanding of: 1. the importance of technological innovation, 2. technological innovation complexities and the way in which it is changing, 3. Analytical frameworks and practical tools to help effective management of technological innovation.



COURSE OUTLINE The course consists of four modules: Module 1: Management of Innovation: systematic promotion of innovations in organizations, covering normative-, strategic-, and operational- management:  Innovation (definition, types, characteristics)  Technological Innovation, infrastructure, and new paradigm  Innovation Strategy (innovation vs. business strategies, open innovation, networks, disruptive, globalization)  Managing the Innovation Process  Managing innovation within firms Module 2: Management of Technology, Management of R&D, and Technology Transfer: designing and leading R&D processes, managing R&D organizations, and ensuring smooth transfer of the technology  Technology Management (Technology system)  Management of R&D



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



Technology Transfer



Module 3: Technology & Innovation Based Entrepreneurship  Technology & Innovation Based Business  Market adoption and technology diffusion  Start-up & Corporate Entrepreneurship Module 4: Strategic Value of Innovation (Innovation for Sustainability): technological innovation for firms and society, recent developments in technology and innovation, and the strategic positioning of the firm within its industry based on its innovation portfolio  Technological innovation for business sustainability  Leadership  Product /Service Innovation  Business Model Innovation



LEARNING GUIDANCE PREQUISITES No prerequisites, aside from management experience and creativity, are required for this course



LEARNING METHOD The case method and other interactive methods are used throughout the subject. Class members are encouraging to incorporate concepts from assigned readings into their analysis of the case. The case is discussed in the class, where all class members are expected to have read each case and reflected upon the assigned questions.



PRESENTATIONS In some sessions, syndicates may be randomly assigned to make presentations of their case analysis to the entire class at the time of case will be discussed. Therefore all syndicates should make appropriate preparations. The audience for the case presentations are the other members of the class. Please address your talk to them. The syndicates may make the presentation as a team, or assign



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a spokesperson to each case. In any case the syndicates should ensure that all team members have any equal opprotunity to participate in the presentations. The criteria for measuring the effectiveness of presentations include: 1. ability to stimulate interest among classmates 2. ability to relate concepts from the readings to the issues in the specific situation 3. how well the discussion drew out insights and ideas from the participants 4. how well organised was the discussion 5. how comprehensive was the analysis Some specific case questions are usually provided to help you to prepare the case reports, but your own ideas and creativity are paramount. Keep the reports concise. There is no need to summarise the case materials. Simply get to the main points and provide your analysis and/or recommendations with supporting justification.



PRE ASSIGNMENTS On occasion students will be asked to prepare a short summary of particular cases or reading materials. This summary will be due at the beginning of a module.



CLASS PARTICIPATION Active participation is expected throughout the entire class and students should make thoughtful contributions to the discussion. Please note that frequency (i.e. quantity) of contributions in class is not the major criteria for effective class participation. The classroom should be considered a laboratory in which the student can test his/her ability to convince peers of the correctness of one’s approach to complex problems and one’s ability to achieve the desired results by using that approach. Criteria that are useful in measuring effective class participation include: 1. Is the participant a good listener? 2. Are the points that are made relevant to the discussion? Are they linked to the comments of others? 3. Do comments show evidence of incorporating the concepts from readings into the analysis of the case?



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4. Is there a willingness to test new ideas, or are all comments ‘safe?’ (‘safe’ is defined as simply repeating case facts without analysis and conclusions). 5. Do comments clarify or build upon the important aspects of earlier comments and lead to a clearer statement of the concepts being covered and the problems being addressed?



Mid-Term Examination on 6 June 2021



FINAL EXAMINATION Examination on 20 June 2021.



Plagiarism or cheating to complete exams and assignments is forbidden and will lead to “failed” grading.



GRADING POLICY Grading of this course is based on whether or not participant’s performance meets the module standards for completion and proficiency in the subject materials. Your final grade will be weighted as follows: Aspect Quizes/Individual Assignment Participation Group Assignment Mid-term Exam Final Exam



% 15% 10% 20% 25% 30%



Description Individual grade Individual grade Group grade Individual grade Individual grade



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READING MATERIALS Required reading:  Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition. Pearson Education Limited – Ebook Unavailable.  Christensen, Clayton M., "The Innovator’s Dilemma". Collins Business, 2003 – Ebook Unavailable. Reccomended reading:  C. Dorf Richard etc, “Technology Ventures From Idea to Enterprise (second Edition)” , McGraw-Hill, NY, 2008 – Ebook Unavailable.  Some other readings written in the daily schedules



GUEST SPEAKERS TBD



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COURSE SCHEDULE Course Code Credit Hours MM5026 2 SKS Course Title Module 1: 5 June 2021



08:00 – 09:30



BLEMBA PROGRAM Management of Technology and Innovation Course Introduction and Module 1: Management of Innovation: systematic promotion of innovations in organizations



Session 1 (LA) 1. Topic: Introduction 2. Issues covered: o Syllabus and framework of management of innovation 3. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition – Chapter I



4. Activity: Interactive lecture 5. Case: None 09:30 – 09:45



Break



09:45 – 11:15



Session 2 (LA) 1. Issues covered: 



Wider context of innovation and key influences







Impact of technological innovation on competitiveness



2. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition – Chapter 2



3. Activity: Class discussion 4. Case: Pizza delivery with unmanned drones (from the above reference) 11:15 – 12:45



Session 3 (LA) 1. Issues covered: 



Exploring innovation: Technology vs market







Innovation Strategy



2. Reading:







Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 4 & 7







Christensen, Clayton M., "The Innovator’s Dilemma". Collins Business, 2003. – Chapter I – III



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Course Code MM5026 Course Title



12:45 – 13:45 13:45 – 15:15



Credit Hours 2 SKS



BLEMBA PROGRAM



Management of Technology and Innovation Course 3. Activity: Class discussion 4. Case: Mayo Clinic: the 2020 initiative Break Session 4 (LA) 1. Issues covered:  Managing the innovation process 2. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 4



3. Activity: Class discussion 4. Case: Jaga: Managing Creativity and Open Innovation (A) (Ivey case: W18557) 15:15 – 15:30



Break



15:30 - 17.00



Session 5 (LA) 1. Issues covered:  The changing nature of industry, business, and management 



Managing innovation within companies



2. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 4



3. Activity: Class discussion 4. Case: Rewiring the Enterprise for Digital Innovation: The Case of DBS Bank (HBSP case: NTU072)



Module 2: 6 June 2021 08:00 – 09:30



Management of Technology, R&D, and Technology Transfer



Session 1 (LA) 1. Topic: Management R&D and Technology Transfer 2. Issues covered: 



R&D Management







Technology transfer



3. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 6 & 9



4. Activity: Interactive lecture 5. Case: None



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09:30 – 09:45 09:45 – 11:15



Break Session 2 (LA) 1. Issues covered: 



R&D Management



2. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 9 & 10



3. Activity: Class discussion Case: GE China Technology Center: Evolving Role in Global Innovation (Ivey case: W15468) 11:15 – 12:45



Session 3 (LA) 1. Issues covered: 



Technology transfer and open innovation



2. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 11



3. Activity: Class discussion 4. Case: Xiaomi: Designing an ecosystem for “Internet of Things” 12:45 – 13:45 13:45 – 16:45



Break Mid-term



Technology & Innovation Based Entrepreneurship Module 3: 19 June 2021 08:00 – 09:30 Session 1 (BSP) 1. Topic: Introduction to Technology & Innovation Based Entrepreneurship 2. Issues covered: 



Technology & Innovation Based Business







Market adoption and technology diffusion



3. Reading: • Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 2 & 3 4. Activity: Interactive lecture 5. Case: None 09:30 – 09:45



Break



09:45 – 11:15



Session 2 (BSP) 1. Issues covered:



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



Commercialization of technology (invention to innovation process, IP protection, New Technology VS Market)



2. Reading: •Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 6 & 11 •C. Dorf Richard etc, “Technology Ventures From Idea to Enterprise (second Edition)” , McGraw-Hill, NY, 2008 3. Activity: Class discussion 4. Case: DuPont Tyvek: Commercializing a disruptive innovation – Case KEL194 11:15 – 12:45



Session 3(BSP) 1. Issues covered: 2. Start-up & Corporate Entrepreneurship



3. Reading:  Christensen, Clayton M., "The Innovator’s Dilemma". Collins Business, 2003. – Chapter VIII  Menjadi Pengusaha Inovatif (Bambang S.Pujantiyo), Bab 3 & 4 – Ebook Unavailable.



12:45 – 13:45 13:45 – 15:15



4. Activity: Case discussion 5. Case: Innovation at 3M Corporation (A) (Harvard case: 9-699012) Lunch Session 4(BSP/LA)



15:15 – 15:30



Guest Lecturer Break



15:30 - 17.00



Session 5(BSP/LA) Guest Lecturer



Module 4: 20 June 2021 08:00 – 09:30



Strategic Value of Sustainability)



Innovation



(Innovation



for



Session 1 (BSP) 1. Topic: Introduction 2. Issues covered:  Technological innovation for business sustainability  Leadership 3. Reading: 



Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 4



4. Activity: Interactive lecture



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5. Case: None 09:30 – 09:45 09:45 – 11:15



Break Session 2 (BSP) 1. Issues covered: 



Product and Service Innovation



2. Reading: Trott, Paul (2017), “Innovation Management and New Product Development”. 6th Edition, Chapter 15 3. Activity: Case discussion 4. Case: Samsung: The Internet of Things (Ivey Publishing, Product #: W19497)



11:15 – 12:45



Session 3 (BSP) 1. Issues covered:  Business Model Innovation



2. Reading:  Business Model Innovation, Concepts Analysis and Cases (Allan Afuah, 2019) Chapter 2 & 3 – Ebook Unavailable.  Business Model Generation (Alexander Osterwalder) *Create account and login with SBM ITB – OpenVPN Connection https://wileysgp.ipublishcentral.net/institution-library/productdetails/16463



12:45 – 13:45 13:45 – 17:00



3. Activity: Class discussion 4. Case: Shrimp on Smartphones? eFishery: Agile Innovation in Indonesian Aquaculture (A) (SMU 482) Lunch Wrap-up/Final - Exam



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