Course Structure and Content: Managing Innovation is divided into five modules:
The first module is understanding disruptive technology, a theory of why great companies fail in managing certain types of technological change. This theory was introduced by Clayton Christensen in his book, “The Innovator’s Dilemma”. I taught with Clay for 6 years while at Harvard Business School.
The second module is about Innovation and the Business Model. The sources of failure for great companies lie in what they do very well. The business model that has created great success, is a barrier to change, as well as a source of advantage. Disruptive Technologies fundamentally challenge the company’s current business model – which is why they are so disruptive.
The third module examines Sources of Innovative Ideas. Once we understand the barriers to change, we must then find out how companies can overcome their disabilities, and where to look for new ideas. We will examine university research, military research, individual inventors, innovation communities and corporate discovery processes.
The fourth module considers Managing Intellectual Property. Whether accessing ideas from outside and bringing them in, or enabling internal ideas to flow to the outside, managing intellectual property is a critical function in open innovation. We will examine situations in which IP figures prominently in companies’ business models, see what is working, and what is not working.
The fifth and final module discusses Creating Innovation Capabilities. In this module, we will discuss how companies can innovate across multiple projects over time. The goal is to understand how innovation can move from a one-off project to a core capability that is replicable many times in the company.
Course Requirements: 30% of the grade will be determined by Class Participation, 30% will be determined by the final Paper, and 40% will be determined by four short module review papers.
Class Participation. This course will be taught through a combination of case discussion and more occasional lectures. Because of this style of teaching, regular class attendance is mandatory. I understand, though, that occasions do arise where you have to miss a class. Therefore, I will allow each student one unexcused absence without any penalty. Beyond that, any further absences (other than due to illness or family emergencies) will negatively impact your participation rating. So if you expect to be missing lots of classes, this is NOT the class for you. In all cases, I greatly appreciate advanced notice if you will not be in class.
Showing up is necessary but not sufficient, however, to achieve success in the class. Preparation for class each day is also vital. To help motivate you to prepare, I will “cold call” students at the beginning of class, and occasionally at other times, so it is vital that you read the case and any other readings, and think about them prior to class.
Module Review Papers. At the end of each module, I will ask you to write a 2 page (double spaced, 12 point type) paper on the key concepts you learned from that module. My goal is to prompt you to reflect back on the cases and readings taught in that module, select one important concept from that module, and discuss how you would apply that concept in your own company (or a company you know well). There will be five such papers required during the term.
Final Paper. Halfway through the course, I will ask you to organize yourselves into teams of 2-4 people. Each team must pick a company at least one of you already knows well (or would like to know well), either from your work before Berkeley, your current work, or a company you intend to join after Berkeley. Your team’s assignment is to analyze a company’s innovation system and business model (using concepts from our class), diagnose issues facing that company, and propose solutions to those problems (again, using concepts from our class). Familiarity with a chosen organization is critical, because many of the concepts in this class are hard to analyze from a distance. The goal of the paper is not to do original field research, but to demonstrate to me your ability to apply our concepts in a situation of your choosing. If you cannot think of an organization, then you probably should not take this course. The paper is to be 10-15 pages (double spaced, 12 point font, not counting exhibits).
Timing is very important to Managing Innovation! A soft copy of the paper (using Microsoft Word, NOT Adobe!) must be delivered by email no later than Thursday, May 15th at 4pm to me at my email address, <chesbrou@haas.berkeley.edu>.
Office Hours. I truly welcome the opportunity to meet with you outside of class. I will hold office hours on Mondays, from 4:00-5:30pm. If you cannot attend my office hours, please contact me by email chesbrou@haas.berkeley.edu to schedule an appointment.
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