It was my personal privilege and honor to have an opportunity to teach Innovation Management topic in SungKyunKwan University as adjunct professor of MOT, during March, and June 2013 as 3 credit elective course of Management of Technology (MOT) at Engineering Graduate School.
80% of students are MOT Ph.D course students and one student from Industrial Engineering and two peoples from Electronics & Electrical Engineering.
Class was quite encouraging in a sense that most of students are expected to digest at least two 30 to 40 pages volume of english articles or essay before the class in each week. 1 page summary, group presentation and active participation of class discussion was bonus. Given the fact that most of Ph.D students are part-time, it was quite ambitious desire that required great deal of students' endurance and efforts but I was so pleased most of them accomplished the task and enjoyed.
Course Objective is like following:
Introduction to the Innovation Management is an elective course that provides a gateway into the successful operation of Management of Technology program. This course involves the certificate of MOT course completion for graduate students. It is highly recommended to be enrolled mixed engineering, management and non-engineering students to this course. This course will provide the distinct opportunity to experience the intersection between technology and business worlds and it represents a unique opportunity for graduate students in business and engineering disciplines to work together in a highly collaborative and interactive environment. For MBA students, understanding the challenges and opportunities associated with innovation in technology companies can unlock tremendous value. For Engineering and i-School students, learning about the business side of technology will help you communicate with non-technical people critical to maximizing the impact of your ideas.
The Innovation Management
course examines how companies succeed or fail to build competitive
differentiation through innovation in products, processes and business models. The
goal of course is to build a library of innovation pattern or framework for
evaluating how different form of innovation can be applied to most of
enterprise’s latent ability, so ultimately train more broad “T-shaped” business
and engineering leaders. Each class meeting will consist of a lecture and a
discussion based on an assigned reading or case on the topic of the week. We
also explore the intriguing hidden story of people or organization that inspire
the new model of innovation and also attempt to probe the different domain of
innovation.
Course Schedule is like following:
Class
|
Lecture
|
Assignment B
|
Assignment A
|
Class
1
March
9th
|
1. Introduction
|
||
Part 1. Source of Innovation
|
|||
Class
2
March
16th
|
2. Being a Innovation Part 1
|
- R 2-2 Design Thinking, HBR June 2008, Tim Brown
-Group 7
|
R 2-1 Ch1. Anthropologist, Ten Faces of Innovation by
Thomas Kelly -Group 1
|
Class
3
March
23th
|
3. Being a Innovation Part II
|
R 3-2. Malcolm Gladwell, Connecting the dots, The New
Yorker, March 2003.
-
Group 1
|
R 3-1 Ch3. Cross-Pollinator, Ten Faces of Innovation
by Thomas Kelly - Group 2
|
Class
4
March
30th
|
4. Sources of Innovation
|
R 4-2. “The U.S Intelligence Community”, Enterprise
2.0 (page 29-35), HBP, McAfee 2
|
R 4-1. Ch 3. The Slow Hunch, Where Good Ideas Come
From by Steven Johnson. – 3
|
Class
5
April
6th
|
5. Innovative Culture
|
- Case 5-1. Matsushida and Japan’s changing culture 3
- R 5-2. The Paradox of Samsung’s Rise, HBR 2011 5
|
R 5-1 Geert Hofstede, The Cultural Relativity of
organizational practices and theories
- 4
|
Part 2. Exploiting Innovation
|
|||
Class
6
April
13th
|
6. Innovation in the organization context
|
- R 6-2. Collaboration Ch2, Opportunity and Barriers,
HBP, Morten Hansen pp44-55. 4
|
R 6-1. Collaboratio Ch3, Spot the Four Barriers to
Collaborate, HBP, Morten Hansen pp 45-66.
– 5
|
Class
7
April
20th
|
7. Path of Innovation
|
- R 7-2. Malcolm Gladwell, Televisonary, New Yorker
May 2002
- 7
|
- R 7-1 Malcolm Gladwell, Ch 2. 10,000 hours rule,
Outliers
- 6
|
Class
8
April
27th
|
Review and Midterm Exam
|
||
Class
9
May
4th
|
9. Product Innovation-1
|
-R9-2. Introduction – Part One. Vision, The Lean
StartUp, by Eric Ries. – 6
|
-R9-1. Ch1. The Path to Disaster, The Four Steps to
the Epiphany, Steven Blank – 7
|
Class
10
May
11th
|
10. Product Innovation-2
|
-R10-2. Define – Learn, The Lean Startup by Eric Ries
– 2
|
-R10-1. Ch2. The Path to Epiphany: The Customer
Development Model, Steven Blank -1
|
Class
11
May
18th
|
11. Innovation from Big Data
|
-R11-2. . Data Scientist:
The Sexiest job of the 21st Century, HBR, 2012, Thomas H. Davenport & D.
J. Patil. – 1
|
-R 11-1. Big Data: The Management Revolution, Andrew
McAfee & Erik Brynjolfsson, 2012,
HBR 2
|
Part 3. Emerging Innovation Trends
|
|||
Class
12
May
25th
|
12. Open Innovation
|
R 12-2. Inside P&G’s new model for Innovation,
HBR, 2006, L. Houston & N. Sakkab 4
|
-R 12-1. Open Innovation & Strategy, California
Mgmt Review, 2007, H C. & Melissa A
- 3
|
Class
13
June
1th
|
13. User Innovation
|
-R 13-2. Sources and Patterns of Innovation in a
consumer product field, Sloan Working Paper, 2000, Sonali Shah 3
-R13-3. Geeks in Toyland, Wired, 2006, Brendan
Koerner 5
|
-R 13-1. Open Innovation and Organizational Boundaries,
HBS Working paper, 2012, K Lakhani & M. Tushman
- 4
|
Class
14
June
8st
|
14. Business Model Innovation
|
-R 14-2 The role of business model, H Chesbrough, 6
|
-R 14-1. Business Model Generation, Alexander
Oswwalder, Biz Model Canvas
- 5
|
Class
15
June
15th
|
15. Service Innovation
|
-R 15-2. Open Service Innovation, H. Chesbrough
- 7
|
-R 15-1. Go downstream: The new profit imperative in
Mgf, HBR, R Wise & P Baumgartner
- 6
|
Class
16 June 22th
|
Review and Final Report
|
||
Required Text lists were following:
Kelley, Thomas:The Ten Faces of Innovation: IDEO’s Strategies for
Defeating the Devil’s Advocate and Driving Creativity throughout Your
Organization
JohnSon, Steven: Where Good Ideas Come From:
The Natural History of Innovation
Steven Gary Blank: Four Steps of the
Epiphany : Successful Strategies for Products that Win
Ries, Eric: The Lean Startup:
Gladwell,
Malcolm: Outlier
McAffee, Andrew: Enterprise 2.0
Hansen, Morten: Collaboration: How
Leaders Avoid the Traps, Create Unity, and Reap Big Results
Oswalder, Alexander: Business Model Generation
Additional
Texts & Books:
Chesbrough, Henry: Open Innovation (Business
Model Innovation)
Chesbrough, Henry: Open Services Innovation:
Rethinking Your Business to Grow and Compete in a New Era (Business Model Innovation)
Gardner, Howard: Five Minds for the Future
Grove, Andrew: Only the Paranoid Survive
(Product Innovation)
Moore, Geoffrey: Inside the Tornado
(Product Innovation)
Feedback
Couple of comments from students were, he actually enjoyed and loved this course from the sense that it attempted to intersect the juncture between Technology and Arts and evaluate different form of innovation.
To me, it was also great learning from my end and more interestingly, feedback was more than I expected since this is somewhat cross-disciplinary approaches so I'm little bit worried whether students could follow the course from the outset, but it turned out as groundless worry, and they did an excellent job!
Couple of comments from students were, he actually enjoyed and loved this course from the sense that it attempted to intersect the juncture between Technology and Arts and evaluate different form of innovation.
To me, it was also great learning from my end and more interestingly, feedback was more than I expected since this is somewhat cross-disciplinary approaches so I'm little bit worried whether students could follow the course from the outset, but it turned out as groundless worry, and they did an excellent job!
