Annexure ‘CD – 01’

L T P/S SW/ PSDA TOTAL

FW CREDIT
UNITS
Course Title: Strategizing using Innovation
2 0 0 4 3 4
Course Code: STRA 202
Credit Units: 4

Course Objectives:
This course provides a strategy framework—drawing upon the economics of technical change—for high-technology businesses. The emphasis is on the development and
application of conceptual models clarifying the interactions between competition, patterns of technological and market change, and the structure and development of internal
firm capabilities. The aim of this course is to provide a solid foundation for students interested in managing innovation in high-technology industries. Creating businesses and
capturing new markets occur through various types of innovation. New discoveries, new technologies, competition, and globalization compel firms to foster innovation and
agility. Strategic innovation is associated with the reconceptualization of business models, the reshaping of existing markets and thereby changing the nature of competition.
As the pattern of global economic growth has changed with the rapid development of high technology, firms are required to exhibit “fundamentally” new ideas and strategies
based on the integration of R&D with other business activities. Therefore, innovation is a central element of competitive dynamics requiring firms to create new business
models, utilize new value chain architectures, and engage or conceive new markets in attempt to create value for both the customer and the firm's stakeholders. Strategic
innovation management concentrates on the entire business model and added value creation as a whole, far beyond focusing simply on technology improvement or new
product development. This course focuses on how innovation can be formulated to gain sustainable competitive advantage and achieve superior firm performance. In so
doing, we will look into various frameworks designed to not only sustain or disrupt existing products, services, or business models, but also create wealth in uncontested
markets by introducing novel solutions.
Prerequisites:

Course Learning Outcomes:

After successful completion of this course students will be able to:

 Understand the concept of innovation, its components and its importance for the company and organizations in general.
 Develop a practical framework for the design and implementation of a systematic innovation strategy.
 Incorporate adequate tools for formulation of a business model and a business plan.
 Connect the theoretical issues with the concrete reality through work on actual experiences of companies that have a culture in innovation and studying successful
study cases.
 Encourage students to develop their own business.

Course Contents/Syllabus:
 Weightage (%)
Module I: The Theory of Innovation
• Meaning and concept of innovation 20
• The need for innovation
• The constraints- Individual, Organizational, Industry, Societal, Technological
• Process of Innovation

Module II Concept of Strategic Innovation

• Meaning of Strategic Innovation 20
• Innovation Networks, Idea brokering and Open innovation
• Innovation, Process and Performance – Forms of Innovation
• Effects of Innovation of Growth and Profits

Module III Innovation and Value Chain

20
• Creating Value
• Capturing Value
• Technological Standards
• Protection Contracts and Intellectual Property

Module IV Implementing innovation in business

20
• Innovation of business
• Core business, new business, Four Box Model
• Market Diversification strategies
• Blue ocean strategy

Module V Frameworks, Structures, and Applications

 McKinsey’s 7S Framework 20
 R&D team and incentive design,
 Idea generation processes
 The pros and cons of various R&D organizational structures,
 The challenges of innovation in large and small firms

Pedagogy for Course Delivery:

The course design shall use blended learning mode. It will combine theoretical inputs delivered through e-content provided by the course instructor, further
refined through discussion and deliberations in the synchronous mode. Self-learning will be encouraged through student’s performance on the professional skill
development activities (PSDAs). Guest lectures by Industry Professionals will be arranged to expose the students to experiential learning. Continuous
assessment of student learning will be conducted through class tests, quiz, assignments and case presentations.

List of Professional Skill Development Activities (PSDA):

 Project 1: Prepare a report on, why innovation is important for business. Using examples from a company that you are familiar with (or an example on
your university campus), outline an example of a technology cycle that follows an “S curve” pattern.

 Project 2: Strategy is all about how you create your future while managing the present. Analyse this statement by using “Four Box Model” of
Innovation.

 Project 3: Management of Technology and Innovation in entrepreneurial firm Interview 2-3 technology-based startup firms which have innovated in
their industry/sector. Assess the challenges they faced and the strategies they devised. Share your findings with the class and discuss.

Assessment/ Examination Scheme:

Theory L/T (%) Lab/Practical/Studio (%) End Term Examination

50% 50%

Theory Assessment (L&T):

Continuous Assessment/Internal Assessment End Term Examination
(50 %) (50%)

Components Mid Home Individual Group Project - Industry Attendance End term
(Drop term Assignment Presentation Presentation Analysis
down) on a given based on
topic Group
Project
work

Linkage of PSDA 1 PSDA 2 PSDA 3

PSDA with
Internal
Assessment
Component,
if any
 Weightage 10 10 05 10 10 05 50
(%)

Text & References:

Reference Books:

• Christensen, C. M. 1997. The innovator’s dilemma: when new technologies cause great firms to fail. Harvard Business Press.
• Christensen, C. M., & Raynor, M. E. 2003. The innovator’s solution: Creating and sustaining successful growth. Harvard Business Press.
• Kim, W. C., & Mauborgne, R. 2004. Blue ocean strategy.
• Chesbrough, H. W. 2007. Open business models: How to thrive in the new innovation landscape. Harvard Business Press.
• Von Hippel, E. 2005. Democratizing innovation. The MIT Press.
• Hamel, G. 2002. Leading the Revolution, HBS Press Book
• Foster,R. & Kaplan, S. 2001. Creative Destruction: from built to last to 'built to perform, Prentice Hall 2001
• Johnson, M. 2010. Seizing the White Space: Growth and renewal through business model innovation. Harvard Business School Press, Boston. ISBN 978-1-4221-
2481-9
• Marides, C. & Georoski, P. 2005. Fast Second, John Wiley& sons
• Mullins, J. and R. Komisar. 2009. Getting to Plan B: Breaking through to a better business model. Harvard Business Press. Boston. ISBN 978-1-4221-2669-1
• McGrath, R. & MacMillan, I 2005, Market Busters, HBS Press Book
• Osterwalder, A. and Y. Pigneur. 2010. Business Model Generation. John Wiley & Sons. Hoboken, NJ. ISBN 978-0470-87641-1
• Richard Foster and Sarah Kaplan, Creative Destruction, Doubleday 2001
• Silverstein, D., Samuel, P., & DeCarlo, N. 2008. The innovator’s toolkit: 50+ techniques for predictable and sustainable organic growth. Wiley.

Recommended Articles:

• Charitou, C & C Markides (2003) Responses to Disruptive Strategic Innovations. Sloan Management Review Winter 2003: 55-63
• Danneels, E. 2004. Disruptive technology reconsidered: A critique and research agenda. Journal of Product Innovation Management, 21(4): 246–258.
• Geoffrey A. Moore, Darwin and the Demon, Harvard Business Review 7-8/2004
• W. Chan Kim, Renee Mauborgne, Blue Ocean Strategy: From Theory to Practice, California Management Review spring 2005
• Joseph Schumpeter, The Process of Creative Destruction
• Constantinos C. Marides & Paul [Link], Fast Second, Harvard Business Review 1-2/2005
• Rita Gunther McGrath & Ian MacMillan, Market Busting, Harvard Business Review 3/2005
• Kline, S. J., & Rosenberg, N. 1986. An overview of innovation. The positive sum strategy: Harnessing technology for economic growth, 275: 305.