Managing the Innovation Process
Module title | Managing the Innovation Process |
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Module code | BEM2056 |
Academic year | 2024/5 |
Credits | 15 |
Module staff | Dr Pratheeba Vimalnath (Convenor) |
Duration: Term | 1 | 2 | 3 |
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Duration: Weeks | 11 |
Number students taking module (anticipated) | 500 |
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Module description
The module is offered within the With Proficiency in Innovation (WPI-I) programme and no curricular pre-requisite or co-requisite modules are required. The module is designed for non-specialist students from all subject disciplines, created for interdisciplinary pathways.
Innovation. It’s the lifeblood of our global economy and society. It is the strategic priority of CEOs, political leaders and individuals at all levels working in all types of organizations across the world. But there is a need to move beyond the hype and mission statements to deploy over 100 years of research into how to manage the innovation process.
While managing innovation effectively continues to evolve, research confirms that innovation is not just about high technology and big R&D budgets. The module moves beyond foundational concepts of innovation and entrepreneurship to deep dive into the core stages of innovation management, including agile offering (product) development frameworks. At the centre of the curriculum is the requirement for an integrated innovation process to respond to changes in markets, technology and global priorities such as sustainability. In the era of deep digitalization, the innovation process often includes business model innovation, open innovation, user driven innovation, service and social innovation – all of which will be explored.
The module’s core component is delivered online and accompanied by a series of practical tutorials, enabling students to engage with and think critically about the material. The module confirms the key concepts, frameworks, and tools needed to manage innovation in a range of contexts
Module aims - intentions of the module
The main focus of the module will be on the four fundamental steps of the innovation process: search, selection, (agile) implementation and value capture including adoption and diffusion. The module will deep dive into how organizations develop and launch new offerings – taking into account sustainability priorities, deep digitalization and the role of technology.
The module is designed for students from any discipline, preparing them for a workplace that prioritises the management of innovation.
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. Critically evaluate the significance of innovation and how it links to wider strategic and operational issues within organizations.
- 2. Apply a range of innovation tools to generate product, process, positional or paradigm (business model) improvements.
- 3. Identify how to increase the likely success of new offerings (products and services).
- 4. Recommend appropriate strategies for the development and commercialisation of innovations.
ILO: Discipline-specific skills
On successfully completing the module you will be able to...
- 5. Integrate the core concepts, frameworks, and tools at the centre of the innovation process
ILO: Personal and key skills
On successfully completing the module you will be able to...
- 6. Application of theory to explain contemporary case studies.
Syllabus plan
The module is structured to introduce core stages of the innovation process concerned with the development of offerings targeted at a variety of market segments. The opening sessions “dimensionalize” innovation, equipping learners with the key concepts, frameworks and more detailed components that are essential to understanding the and managing the innovation process.
To bring the key themes to life, the module focuses on offering development processes including research and development, considering a wide range of contexts, including commercial and public sector environments and both B2C and B2B markets.
A major challenge for all established organizations is how to manage both incremental and radical innovation at the same time. Informed by research, we will explore how firms need to develop organizational ambidexterity so that they drive forward both incremental (do better) and radical (do different) innovation within an innovation portfolio.
As the module progresses, we will consider how wider influences such as strategy and the development of innovation centred cultures empower or get in the way of growth. The structure is as follows:
- What is innovation and why does it matter?
- Innovation as a journey
- Exploring the innovation space
- Searching for Innovation Opportunities
- Selecting innovation opportunities
- Agile implementation
- Capturing value, including adoption and diffusion
Online lectures will deliver content that is engaged with through the tutorial sessions.
Learning activities and teaching methods (given in hours of study time)
Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
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26 | 124 | 0 |
Details of learning activities and teaching methods
Category | Hours of study time | Description |
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Scheduled Learning and Teaching | 16 | Online Lectures (16 x 1 hour) |
Scheduled Learning and Teaching | 10 | Tutorials (5 x 2 hours) |
Guided Independent Study | 40 | Preparing for tutorials |
Guided Independent Study | 84 | Reading, exercises, preparation for formative and summative assessments |
Formative assessment
Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
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In class group presentation | 5 minute discussion exercise | 1-6 | Verbal from tutor and class |
Summative assessment (% of credit)
Coursework | Written exams | Practical exams |
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100 | 0 | 0 |
Details of summative assessment
Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
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Individual report | 100 | 2,500 word report considering the innovation process | 1-6 | Written |
Details of re-assessment (where required by referral or deferral)
Original form of assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
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Individual report | Individual 2,500 word report (100% weighting) | 1-6 | Referral/deferral period |
Re-assessment notes
The re-assessment submission will focus on a different organization from the original submission.
Deferral – if you have been deferred for any assessment you will be expected to submit the relevant assessment. The mark given for a re-assessment taken as a result of deferral will not be capped and will be treated as it would be if it were your first attempt at the assessment.
Referral – if you have failed the module overall (i.e. a final overall module mark of less than 40%) you will be expected to submit the relevant assessment. The mark given for a re-assessment taken as a result of referral will be capped at 40%.
Indicative learning resources - Basic reading
Core textbooks:
- Tidd, J and Bessant, J (2021). Managing Innovation: integrating technological, market and organizational change, Wiley (7th edition)
Indicative additional reading:
- Beretta, M., Dahlander, L., Frederiksen, L., & Thomas, A. (2023). Lego Takes Customers’ Innovations Further. MIT Sloan Manaagement Review, 65(1), 34–37.
- Bingham, C. B., & McDonald, R. M. (2022). Mastering Innovation’s Toughest Trade-Offs. MIT Sloan Management Review, 63(4), 66–72.
- Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Know You Customers’ “ Jobs to Be Done ”. Harvard Business Review, 94(9), 54–62.
- Gassmann, O., Frankenberger, K., & Choudury, M. (2020). The Business Model Navigator. Pearson.
- Girod, S. J. G., Birkinshaw, J., & Prange, C. (2023). Business Agility: Key Themes and Future
- Directions. California Management Review, 65(4), 5–21.
- Grohsjean, T., Dahlander, L., Salter, A., & Criscuolo, P. (2022). Better Ways to Green-Light New
- Projects. MIT Sloan Management Review, 63(2), 33–38.
- Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value Proposition Design. Wiley.
- Osterwalder, A., Pigneur, Y., Etiemble, F., & Smith, A. (2020). The Invincible Company. Wiley.
- Dodgson, M, Gann, D & Phillips, N (Eds.), The Oxford Handbook of Innovation Management. OUP
- Subramaniam, M. (2022). How Smart Products Create Connected Customers. MIT Sloan Management Review, 64(1), 33–37.
- Viki, T., Toma, D., & Gons, E. (2017). The Corporate Startup. vakmedianet.
- Wedell-Wedellsborg, T. (2020). What’s Your Problem?: To solve your toughest problems, change the problems you solve. Harvard Business Review Press.
Credit value | 15 |
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Module ECTS | 7.5 |
Module pre-requisites | None |
Module co-requisites | None |
NQF level (module) | 5 |
Available as distance learning? | No |
Origin date | 09/02/2024 |
Last revision date | 09/02/2024 |