Management of Technology innovation PDF

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INDIAN INSTITUTE OF MANAGEMENT KOZHIKODE Executive Education Programme in Strategic Management Detailed Outline of the Course (Pages: 1-11)

Course Code and Course Title

SM-05: Management of Technology and Innovation

Course Description To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of technology and innovation. To develop an understanding of the "state of the art" of the strategic management of technology and innovation. To develop a conceptual framework for assessing and auditing the innovative capabilities of a business organization. Innovation is the lifeblood of winning organizations. As Indian technology firms move towards positions of global market leadership, it becomes increasingly important for them to create sustainable competitive advantage based on the creativity of their employees. They need to ensure that there is structure in house that encourages a continuous process of intellectual property rights generation. It is often said that Indian technology firms need to migrate up the value chain. The relatively low-end services model offered by IT service firms will need to be supplemented by products. In terms of diversifying their portfolios, Indian firms will need to consider new product development activity including intellectual property rights creation as part of their operational strategies. One of India’s core competencies is the development of intellectual property. Historically, India has been the source of many revolutionary ideas and concepts. It is also universally

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acknowledged that Indian technical and managerial brainpower is among the best in the world. However, innovation and IPR generation have not been recognized as important elements in company strategy in the recent past. This course considers a framework to create strategic change through technological innovation and internal entrepreneurship. It is necessary to forecast technology trends, anticipate customer needs, predict competitor moves and strategies as well as environmental conditions and respond in flexible ways via midcourse corrections. Business plan generation and implementation is a combined product management and engineering activity. There are very good examples in technology areas where Indian firms have managed to make the conceptual leap from follower to leader by investing in R&D. The most visible are the pharmaceutical industry and the automotive components industry. In the face of intense global competition, Indian firms in both these sectors have done remarkably well by leveraging Indian skills in engineering, reverse engineering, and re engineering. In particular, the pharmaceutical sector has remarkable for its rapid emergence as an IPR generation machine. Thus there is a need for a strategic re-evaluation of what Indian knowledge-industry firms need to do. In addition to creating a strategy, it is important to translate it into an implementation framework and methodology on the ground that enables the firm to create an architecture and a specific action plan. Many, but not all, of the instances considered will be from the information technology industry, partly because it has seen rapid cycles of innovation and the concomitant ‘creative destruction’, and partly because of the immediate relevance to many Indian firms. Since the Case Study Method is best suited for critical analysis and problem-solving, that is the method adopted in this course. Syllabus and References: Melissa A. Schilling & Ravi Shankar (2020). Strategic Management of Technological Innovation. Special Indian Edition (6th Edition), McGraw-Hill Education (India) Private Limited (Called “MAS” in this course description). REFERENCE BOOKS (OPTIONAL READING) Burgelman, R. A., Christensen, C. M. and Wheelwright, S. C., Strategic Management of Technology and Innovation, Fifth Edition, Indian Edition available, Tata-McGraw-Hill/Irwin, 2009. (Called "BCW" in this course description.) Davila, T., Epstein, M. J., and Shelton, R., Making Innovation Work: How to Manage It, Measure It, and Profit from It., Wharton School Publishing/Pearson Education, 2005. There are two copies in the Library. Grove, Andrew S., Only the Paranoid Survive, Harper Collins Business, 1997

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Moore, Geoffrey A., Crossing the Chasm, Harper Collins Business, 1991 Moore, Geoffrey A., Inside the Tornado, Harper Collins Business, 1995 Bronson, Po, The Nudist on the Late Shift, Random House, 1999 Collins, Jim, Built to Last, Harper Collins, 1994 Collins, Jim, Good to Great, Random House, 2001 Ghoshal, Sumantra, Managing Radical Change – What Indian Companies must do to become world-class, Viking, 2000 Porter, Michael E., Competitive Advantage, The Free Press, 2004 Pressman, David, Patent It Yourself, Tenth Edition, Nolo Press, 2004 Rackham, Neil, Rethinking the Sales Force, Tata McGraw-Hill, 2001

Additional Reading(s) These are listed in the form of a table (in the following pages) along with several case studies pitched against readings in every session.

Technology and Software (if any) None required given the nature of case studies and readings to be analyzed and discussed in the classes.

Other Resources (Journals, Internet Websites) (if any) Readings from international journals such as Strategic Management Journal, Academy of Management Journal and Long Range Planning go into the Course Pack.

Pedagogy – Learning Process This course would use a variety of pedagogical tools such as lectures, case discussions, real-life examples, videos, etc. to support the learning activities. The instructor expect the students to participate actively in the class. Students are expected to read the textbooks or other assigned readings outside of class and participate in the critical evaluation of the material through class discussion.

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Evaluation Components/Assessment of Student Learning This section should focus on the various assessment/evaluation methods to be used, weights, and a description about how the assessment would be done. In particular, why such assessment methods are used.

Assessment Tool End term Exam

Percentage 50%

Description These components are required to check and evaluate the students’ understanding of concepts and application of appropriate tools and techniques.

Quizzes / Case Analysis / Assignments

20%

Individual Projects

30%

Students are expected to work individually for case analysis as it would provide them opportunities to explore diverse perspectives for a business problem. This facilitates students to demonstrate the ability to integrate the information and the skills accumulated in their course with the applied research in the respective areas. This also gives them a chance to show their skills in oral and writing communication.

Session Plan can be seen in the following pages.

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SESSION PLAN Session Topics No. 1. Introduction (MAS, Chapter-1)

2.

3.

4.

5.

Sources of Innovation (MAS, Chapter-2)

Types and Patterns of Innovation (MAS, Chapter-3)

Standards Battles and Design Dominance, Modularity and Platform Competition (MAS, Chapter-4)

Timing of Entry; Early and Late Movers (MAS, Chapter-5)

Readings Integrating Technology and Strategy: A General Management Perspective (BCW, 1-12) Design and Implementation of Technology Strategy: An Evolutionary Perspective (BCW, 141-155) Nambisan and Sawhney, 2009. Making the Most of the Global Brain for Innovation. International Commerce Review, Vol.8 (2-4): 129-135 Burgelman, 1991. Intraorganizational Ecology of Strategy Making and Organizational Adaptation. Organization Science, Vol.2(3): 239-262 Henderson and Clark, 1990. Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, Vol. 35(1): 9-30. Teece 1986. Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy. Research Policy, Vol. 15(6): 285-305. Teece 1986. Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy. Research Policy, Vol. 15(6): 285-305.

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Caselets / Illustrations

Introductory Caselets

Procter & Gamble; Salesforce.com; Boeing 737; Lucent

GM, Polaroid, IBM, Bosch, Metaphor

Sony versus JVC

Philips, Michelin, Pfizer, Iridium, EVs

Session No. 6.

7.

Topics Defining the Organization's Strategic Direction (MAS, Chapter-6)

Choosing Innovation Projects (MAS, Chapter-7)

8.

Readings

Moore, 2008. Crossing the Chasm and Beyond (BCW, 362-368).

Enactment of Technology Strategy – Developing a Firm’s Innovative Capabilities (BCW, 657-670)

Caselets / Illustrations

Novelis, Valeo, Asus, DSK, EMI, Apple, HP

Growth Portfolios of Danone and Cisco

Collaboration Strategies (MAS, Chapter-8)

Collaboration Strategies: Tradeoffs between Different Modes of Internal and External Development

Protecting Innovation (MAS, Chapter-9)

Somaya, 2012. Patent Strategy and Management. Journal of Management. Vol. 38(4): 1084 -1114

Organizing for Innovation (MAS, Chapter-10)

Note on New Drug Development in the United States (BCW, 410-414)

Lipitor: At the Heart of Warner-Lambert

11.

Managing the New Product Development Process (MAS, Chapter-11)

Wheelwright and Earl Sasser, 1989. The New Product Development Map. Harvard Business Review

Scrums, Sprints, and Burnouts: Agile Development at Cisco Systems

12.

Managing New Product Development Teams (MAS, Chapter-12)

Clark and Wheelwright, 1992. Organizing and Leading ‘Heavyweight’ Development Teams”. California Management Review, 9-28.

9.

10.

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Ending HIV? Sangamo Therapeutics and Gene Editing

The Digital Music Distribution Revolution

Innovation Teams at the Walt Disney Company

Session No. 13.

14.

15 - 16.

Topics

Readings

Caselets / Illustrations

Crafting a Deployment Strategy (MAS, Chapter-13)

Deployment Tactics in the Global Video Game Industry

Disruptive Technologies and white Space business opportunities

Bower and Christensen (1995). Disruptive Technologies: Catching the Wave. Harvard Business Review, Jan-Feb.

Characteristics of a Good Business Model; Choices and Consequences of Business Models

Johnson, Christensen and Xerox: Parking Model Kagermann (2008). Reinventing Your Business Model. Harvard Dow Corning Business Review, Dec. Hilti Casadesus-Masanell and Ricart Ryannair Airlines (2011). How to Design A Winning Business Model. Harvard Business Review, Jan-Feb Kim and Mauborgne (1999). Creating New Market Space. Harvard Business Review, Bloomberg, NABI, Jan-Feb (1-13). Charles Schwab, Govindarajan and Trimble Starbucks, Blyth (2011). The CEO’s Role in Industries, Novo Business Model Reinvention. Nordisk, Chotukool Harvard Business Review, Jan-Feb (109-114).

Barriers to Consumption and Value Innovation to capture untapped Markets

Deployment Tactics in the Global Video Game Nintendo: The Disruptor getting Industry Disrupted

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Spring Hospitals, Vonage, Gyan Shala, Salesforce.com, Nucor Minimills

Additional Instructions (if any) a.

Individual Case and Project Assignments: Case analysis and project work are supposed to be carried out individually. Details regarding the same would be shared during the class. Please note that the students are supposed to remember their project and case details furnished at the beginning of the course and adhere to the same and it needs to be explicitly mentioned during case analysis and project report submissions. b. Case analysis: The cases are already a part of the textbook prescribed. Necessary lead questions to carry out the analysis would be provided before the actual date of discussion. Students should come prepared for case discussion. More details would be provided during the class hours. Deadline for submission: Will be intimated in the class. c. Project Work: A real life operating system has to be chosen and the concepts learnt should be applied, necessary data should be collected and analyzed to support the concepts, which should be documented and presented in the form of a project report/power point presentation. More details will be provided during the class hours. Deadline for submission: Last day of the class

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INDIAN INSTITUTE OF MANAGEMENT KOZHIKODE Executive Post Graduate Programme (PGP) in Management Management of Technology and Innovation (SM Area) We need to document how each course in an area and its objectives would meet the objectives of the PGP programme. Also, we need to highlight how assessment tools/evaluation components are used to validate the outcome of learning process. This has to be done for both compulsory and elective courses. Alignment has been described for this elective falling under the Strategic Management Area. EPGP Programme Objective: The objectives of the Executive Post Graduate Programme in Management are to help participants: PO1. In recognizing and applying the inter-linkages amongst the theoretical principles, frameworks and tools underlying the different functional areas of management. PO2. Analyzing and integrating various facts, observations and relationships that helps in deepening the understanding of individuals and teams. PO3. Developing an understanding of organizational perspectives that enables critical evaluation of options for sound and judicious decision-making in organizations. PO4. Discovering the leadership competency that enables them to develop ethical, innovative and futuristic business practices for building sustainable enterprises.

SM06-06: Management of Technology and Innovation Course Description Innovation is the lifeblood of winning organizations. As Indian technology firms move towards positions of global market leadership, it becomes increasingly important for them to create sustainable competitive advantage based on the creativity of their employees. They need to ensure that there is structure in house that encourages a continuous process of intellectual property rights generation. 9 of 11

It is often said that Indian technology firms need to migrate up the value chain. The relatively low-end services model offered by IT service firms will need to be supplemented by products. In terms of diversifying their portfolios, Indian firms will need to consider new product development activity including intellectual property rights creation as part of their operational strategies. One of India’s core competencies is the development of intellectual property. Historically, India has been the source of many revolutionary ideas and concepts. It is also universally acknowledged that Indian technical and managerial brainpower is among the best in the world. However, innovation and IPR generation have not been recognized as important elements in company strategy in the recent past. This course considers a framework to create strategic change through technological innovation and internal entrepreneurship. It is necessary to forecast technology trends, anticipate customer needs, predict competitor moves and strategies as well as environmental conditions and respond in flexible ways via midcourse corrections. Business plan generation and implementation is a combined product management and engineering activity. There are very good examples in technology areas where Indian firms have managed to make the conceptual leap from follower to leader by investing in R&D. The most visible are the pharmaceutical industry and the automotive components industry. In the face of intense global competition, Indian firms in both these sectors have done remarkably well by leveraging Indian skills in engineering, reverse engineering, and re engineering. In particular, the pharmaceutical sector has remarkable for its rapid emergence as an IPR generation machine. Thus there is a need for a strategic re-evaluation of what Indian knowledge-industry firms need to do. In addition to creating a strategy, it is important to translate it into an implementation framework and methodology on the ground that enables the firm to create an architecture and a specific action plan. Many, but not all, of the instances considered will be from the information technology industry, partly because it has seen rapid cycles of innovation and the concomitant ‘creative destruction’, and partly because of the immediate relevance to many Indian firms. Since the Case Study Method is best suited for critical analysis and problem-solving, that is the method adopted in this course.

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Learning Outcomes/Course Objectives a. Course Objectives o To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of technology and innovation. o To develop an understanding of the "state of the art" of the strategic management of technology and innovation. o To develop a conceptual framework for assessing and auditing the innovative capabilities of a business organization.

Course Objectives / Learning Outcomes 1. appreciate and understand various decisions (majorly strategic and few tactical ones) related to Management of technology and innovation

2. utilize “appropriate tools and techniques” to address various decisions related to management of technology and innovation

Program Outcome PO1 and PO3

PO2, PO3 and PO4

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Assessment Tool(s) Quizzes and End term examination. This component would test the conceptual understanding and their analytical skills in applying various tools and techniques for strategic and tactical decision making Course project and case study analysis, where the students would be analyzing a business situation and would be applying these tools and techniques...