NOTE: This is a SAMPLE syllabus/itinerary and may not be the most up-todate version Please contact the faculty leader of this program for more recent information Global Innovation Management in Practice: Embedded Short Term Program in Scotland MG340 Spring 2012 Instructor: Dr Iris Berdrow Office Phone: Office: AAC306 E-mail: iberdrow@bentley.edu Office Hours: X2130 Blackboard Site: Class: Location: Course Overview: In today’s global economy, competitive advantage goes to those firms that are able to outinnovate the competition Companies face a stark choice They can continually innovate, change, find new ways of doing what they today, and new things to tomorrow, or they can watch as their companies are attacked and trampled by more aggressive and innovative companies In this course, we will examine the actions that managers and their companies can take to effectively foster growth through innovation The focus is on helping you to increase your understanding of what it takes to make an organization and its employees innovative We’ll discuss companies’ and managers’ experiences to gain insight into the problems they’ve faced, the solutions they’ve come up with, and the lessons they’ve learned about making their organizations more innovative We will approach innovation from a cross-cultural perspective and so view innovation as a global strategy that companies can use to gain competitive advantage But, the key to success lies in the ability to execute an innovation strategy Thus, we will concentrate our attention on the effective execution of innovative activities Global Innovation Management Today’s competitive business environment is dominated by two trends – more rapid innovation of products and processes, and increasing complexity of managing in a global context Competitive advantage comes from managing innovation processes and achieving innovation outcomes with sensitivity to the cultural context of operations and markets Successful product/process innovation requires managers to be effective planners, negotiators, and motivators of people – on their team, their superiors, their peers, and their clients Ultimately, international business is conducted with and through people from various cultural backgrounds National, regional and organizational culture will define norms of behavior which individuals carry with them into international environments If not understood, those different behaviors can become significant barriers to the success of any international endeavor This course is concerned with understanding differences in behavior which stem from diverse national cultures and developing tools for effectively managing those differences The specific cultural context in which we will study global innovation management is Scotland Recently, the Scottish government has initiated a program to facilitate innovation through industry, education, government, and public services This provides a rich context in which to study innovation management practices Scotland “The Scottish Government has a clear purpose: to create a more successful Scotland with opportunities for all to flourish through increasing sustainable economic growth Innovation for Scotland is essential to achieving that purpose Innovation improves productivity, creates new products and services, creates new jobs in existing industries and industries of the future and stimulates greater economic participation All these are crucial to increasing sustainable economic growth Innovation for Scotland describes how a partnership between businesses, Government, enterprise agencies, and academia, is essential to survive the downturn, and to take full advantage of the economic recovery when it comes… It is the private sector that powers economic growth – successful innovation depends on the competitiveness of Scotland’s businesses, many of them SMEs We are working with the private sector to increase the competitiveness of our most important industries.”a Course Themes Global Innovation: Students will learn what innovation is, different ways in which companies can innovation, the contextual nature of innovation, and how return on innovation can be measured While it is easy for students to focus on innovation in electronic consumer product industries, this course focuses on traditional industries that are heavily tied to contextual factors such as history, geography, politics, economics, and regulations The impact of culture on innovation strategies and processes in multinational enterprises will be the focus of both trips Effective global management: Students will learn the theoretical model of effective global management and will then travel to France to learn first hand what the components of the model mean and how to apply them For example, the model claims that a strong understanding of the cultural background of a country is needed in order to effectively manage foreign operations Students will learn about the religions, language, social structure, political realities, social and environmental issues of the country They will have an opportunity to tour foreign and local companies to compare work environments They will interact with locals, testing out their own cultural skills during the service-learning component They will see local living conditions and economic realities Experiential learning: Learning about cultures is different than experiencing the implications of cultural differences on the behaviors of self and others An emphasis is placed on engaging in self reflection while being immersed in another culture The immersion will be experienced during a one day hands-on learning experience a Innovation for Scotland: A Strategic Framework For Innovation In Scotland (2009); http://www.scotland.gov.uk/Resource/Doc/277577/0083339.pdf Course Goals and Student Learning Objectives Goal: To develop knowledge and skills needed to manage effectively in other cultural environments and/or to work effectively with people from other cultures Learning Objectives: Know concepts and frameworks applicable to analyzing cross-cultural management situations To understand the pervasive and hidden influence of culture on behavior, particularly with respect to management and innovation practices; Goal To understand the critical role of innovation in establishing global competitive advantage, and management’s role in fostering creativity and innovation at the workplace Learning Objectives Understand the key factors underlying innovative processes and systems at the workplace, and the skills and knowledge needed to transform innovation performance into enhanced competitive advantage Understand contextual innovation, how industry, business model, time frame, competition, impacts what and how companies innovate Understand the spectrum of innovation – in what aspects of the business can innovation take place Goal To enhance student’s personal intercultural awareness and provide opportunities to practice effective intercultural behaviors Learning Objectives To become familiar with the types of situations and issues which managers often confront when working internationally; To appreciate the impact on personal behavior of living and working in another culture Recognize the difference between understanding and effectively behaving in a cross cultural situation Develop a feeling for the complexities and issues an international manager must deal with To actively listen and respond to the ideas of others, and to effectively communicate one’s own opinions and perspectives in case discussions and reflections To effectively respond to the challenges of international travel with a group of relative strangers Course Prerequisites GB215 or equivalent Course Materials • Articles and cases to be posted on blackboard site Student Evaluation The academic requirements of the course are: Preparation and Participation Cultural preparation assignment Case studies Project and presentations Post Trip Reflection 15% 10% 20% 35% 20% Preparation and Participation: My expectations are simple: You attend classes; you are prepared for the classes; and you are involved in contributing to the learning that takes place in the classes Missing class deprives you and your classmates of a full learning experience Please make every effort to come to class on time, prepared, and engaged If you must miss class I expect you to take responsibility to catch up without unnecessarily burdening your classmates (or me) Missing more than two classes throughout the semester will affect your course grade Effective intercultural experiences depend on flexibility, openness, empathy, and patience All students are expected to display these traits while on the trip Anyone who jeopardizes the learning, comfort or safety of others will be asked to leave the group and will receive a failing grade for the course Since an objective of this course is to learn and practice effective intercultural behaviors students will complete peer evaluations, assessing their fellow travelers on their intercultural effectiveness All students are required to submit a signed Acceptance Form Cultural Preparation: Each student will complete a Global Competence Self Assessment as well as a cultural map of Scotland Each student will also conduct a personal interview with the instructor to discuss their motivations and objectives for the trip Case Studies Students will team up in groups of or to conduct two case analyses Students are expected to read the case and prepare their responses to questions before the class discussions Teams will submit responses to the case questions for grading Project: Students are required to complete a research project on a topic of their choice The topic must integrate issues of global management effectiveness, innovation and Scottish culture The topics can relate to companies visited during the trip or other issues We will spend time during the trip discussing and planning the projects They will be due at the end of the semester Post trip Reflection Students will submit a 3-5 page reflection on what they learned through the trip This will focus on their effectiveness as global managers and will use the concepts covered during the course as well as their self assessment Travel During the eight days in Scotland we will be staying in two places, The Burn House in Angus and in Edinburgh The Burnb is a residential education facility situated in the Highlands of Scotland While close to Aberdeen, the Burn provides a beautiful setting on 190 acres of park and woodland on the banks of the River North Esk During our five days at The Burn we will be making day trips to Aberdeen, Dundee, St Andrews, Gleneagles and other locations The last weekend will be spent in Edinburgh where we will see Edinburgh Castle, the Brittania, Palace of Holyroodhouse - Queen Elizabeth's official residence in Scotland Staying at the Burn allows easy access to Aberdeen, in the north of Scotland Aberdeen is known for technological developments in electronic design, research and development in agriculture, fishing and the oil industry, and has been a key driver in Scotland’s economic boom Aberdeen is known as the Oil Capital of Europe, it is the centre of Europe’s petroleum industry and an important service ship harbor port serving oil rigs off-shore, and home to the second largest heliport in the world We will see several castles, including Balmoral and Edinburgh, homes of the Royal family We will tour companies and engage in discussions with university professors Many social events will also be planned at The Burn and other local establishments Statement about academic integrity This class will be conducted in full accordance with Bentley’s policies about academic integrity and the Bentley Honor Code These can be found at: http://www.bentley.edu/shandbook/integrity/ http://www.bentley.edu/shandbook/Integrity/The_Bentley_Honor_Code.cfm The Bentley Beliefs This class will be conducted in full accordance with The Bentley Beliefs Please reread the Beliefs, which can be found at http://www.bentley.edu/shandbook/index.cfm Learning Disabilities If you have a hidden or visible disability which may require accommodations, please see me as soon as possible If you have not already done so, please register with Stephanie Brodeur, Coordinator of Disability Services, who is responsible for coordinating accommodations and services for students with disabilities I will make every effort to accommodate students with documented learning disabilities, as long as you inform me of your needs ahead of time For further information on documenting a learning disability, please go to http://www.bentley.edu/counseling/disability_services.cfm b http://home.btconnect.com/theburn/index.html Tentative Class Outline Date # Topics 01/17 01/19 Innovation: the strategic imperative R.B Tucker “Innovation: The new core competency.” Strategy & Leadership, 2001: 29 (1), p.11 Defining Innovation CASE: Design thinking and innovation at Apple; HBS Case by Stefan Thomke and Barbara Feinberg 01/24 01/26 01/31 02/02 02/07 02/09 Innovation Strategy W.C Kim, R Mauborgne “Creating New Market Space.” Harvard Business Review, Jan-Feb 1999: pp.83-93 CASE: Evolution of the circus industry (A) M Williamson, W.C Kim, R Mauborgne & B.M Bensaou 2002, Case 06/2009-4999: INSEAD (6 pages) Culture of Innovation CASE: Best Buy co.Inc (A): Innovators Journey D Leonard, B Delacey Nov 2005, Case 9-604-043: Harvard Business school (20 pages) Business Model Innovation The white space and business model innovation by Mark W Johnson Process Innovation R.G Cooper “Stage-Gate Systems: A New Tool for Managing New Products.” Business Horizons, MayJune 1990: P.44-53 CASE: Stamypor W.Vanhaverbeke, R Neiland, I.Leuverink, F.Van Hoven, M.Van Wely Oct 2005, Case 905M72-HCB-ENG: Harvard Business School (27 pages) Service Innovation CASE: Bank of America (A) S.Thomke Oct 2002, Case 9-603-022: Harvard Business School, (21 pages) Return on Innovation J Anderson, C Markides “Strategic Innovation at the Base of the Pyramid.” MIT Sloan Management Tasks/ Assignments Why is innovation important? Who is it important to? Is it just another fad? Come to class with your definition of innovation Identify and characterize the innovative activities and outcomes at Apple What were the factors the traditional circus competing on? What did you like or dislike about the traditional circus? Is it possible to find new market space in the circus industry? What you think of Best Buy’s strategy of embedding innovation capability? Is it sustainable? Transferable? What would you recommend to Patel as a solution to his dilemma of diffusing innovation throughout the company? Identify an innovative business model Bring your example to class What type of innovation is Stamypor? Why is it interesting to have a separate NBD unit in the light of innovation? Was the stagegate process useful in the case of Stamypor? How would you characterize (describe) Bank of America’s new system for developing services? Does it matter if it is a product or service that is being developed? Should Butler and Brady accept ten additional bank branches into its experimentation portfolio? Why or why not? How can companies measure return on innovation? What are the challenges inherent in doing so? Review Fall 2007: 49(1), p 83 CASE: C.K.Prahalad “CEMEX: Innovation in Housing for the Poor.” The Fortune at the Bottom of the Pyramid, 2005: pp.147-168 Global Innovation How GE is distrupting itself by J Immelt, V Govindarajan & C Trimble, Oct 2009 What is the business model for CEMEX in this case? What is the innovation? How does it generate economic value for CEMEX? 02/14 What is the relationship between national culture and innovation? Do countries have the same opportunities to generate innovation? Complete the CPQ 02/16 10 Cultural Differences Culture in International Management: Mapping the Impact by DiStefano and Maznevski Synergy From Individual Differences: Map Bridge Integrate (MBI) by Maznevski and DiStefano 02/21 11 Global competencies Global Competencies: An Introduction by Allan Bird and Joyce Osland Complete the IES, bring your report to class 02/23 12 Scotland Create a cultural map of Scotland, instructions will be provided 02/28 13 Find companies in Scotland that you believe are innovators 03/1 14 Innovation in Scotland Innovation for Scotland: A Strategic Framework For Innovation In Scotland (2009); http://www.scotland.gov.uk/Resource/Doc/277577/00 83339.pdf Travelling abroad 03/06 15 Last travel plans and preparations 03/10 to 03/18 03/22 03/29 Class Trip to Scotland 16 17 Debrief and project planning Project Meeting 04/05 18 Project Meeting 04/12 04/17 04/19 19 20 21 Project Meeting Project Presentations Project Presentations TRAVEL ITINERARY Day Date Sat Sun 10-Mar 11-Mar Mon Tues Wed 12-Mar 13-Mar 14-Mar Overnight Location Overnight flight The Burn House, Angus The Burn House, Angus The Burn House, Angus The Burn House, Angus Activities Arrive in Aberdeen Coach to The Burn Manor House Afternoon to tour facilities, settle in Dinner at The Burn Breakfast at The Burn Coach to Aberdeen Morning at Robert Gordon University Lunch at RGU Total, Geoscience Research Centre Dinner in Aberdeen Breakfast at The Burn Aberdeen’s harbor port and heliport Balmoral Castle Tour of the Scottish highlands Dinner en route Breakfast at The Burn Gleneagles Golf course and facilities Dundee Computer Games Cluster, Abertay University Thur Fri 15-Mar 16-Mar The Burn House, Angus Edinburgh Dinner en route Breakfast at The Burn Tours to be determined Final Dinner at The Burn Breakfast at The Burn Coach to St Andrews St Andrews University, tour, lecture and lunch Coach to Edinburgh Edinburgh Castle Dinner in Edinburgh Sat 17-Mar Edinburgh The Brittania Palace of Holyroodhouse Free afternoon for shopping Farewell dinner Sun 18-Mar home ... day hands-on learning experience a Innovation for Scotland: A Strategic Framework For Innovation In Scotland (2009); http://www .scotland. gov.uk/Resource/Doc/277577/0083339.pdf Course Goals and. .. believe are innovators 03/1 14 Innovation in Scotland Innovation for Scotland: A Strategic Framework For Innovation In Scotland (2009); http://www .scotland. gov.uk/Resource/Doc/277577/00 83339.pdf... and Joyce Osland Complete the IES, bring your report to class 02/23 12 Scotland Create a cultural map of Scotland, instructions will be provided 02/28 13 Find companies in Scotland that you believe