E-PGP Course Outline: Strategic Management of Technology and Innovation

****DRAFT OUTLINE SUBJECT TO CHANGE****

May 1, 2009
Professor Rajeev S, Visiting Faculty, Corporate Strategy and Policy Area, IIMB
Cell Number 0-98400-28244, email: rajeevs@iimb.ernet.in
1. Title: Strategic Management of Technology and Innovation
2. Term: IV, Oct Nov 09
3. No of Sessions: 10 x 1.5 hours = 15 total contact hours
4. Objective: This course provides an introduction to:

Appropriating the value of innovation through creating dominant designs

and ecosystems with complementary assets

Overcoming the social and process obstacles to creating and nurturing an

innovative organization

Understanding when to listen to customers and when to not listen to them

Understanding the particular problems large organizations have in

attempting to change, and to be nimble and innovative

5. Pedagogy: Case analysis and readings. Emphasis on class discussion of the cases,
relating them to similar experiences from participants own background, and applying
the principles learned to current, real-life situations
6. Pre-requisites: Core courses in strategy, marketing and finance
7. Intended audience: Managers who expect to be in strategy positions overseeing policies
and processes to encourage, sustain and appropriate value from innovation
8. Number restrictions: None
9. Detailed Schedule (Session wise topics with details of readings and cases)
The required textbook is Burgelman, R. A., Christensen, C. M. and Wheelwright, S. C.,
Strategic Management of Technology and Innovation, Fifth Edition, McGraw-Hill/Irwin,
2008. (Called "BCW" in this course description.) The International Edition is preferred.
Many of the readings and cases are from BCW. The required material from BCW along

with other reading materials are included in the course handout. Additional materials may
be handed out in class or emailed in softcopy.
No
1

Topics
Module: Technology Strategy
and Innovative Systems
Moving to innovation from
invention, Dominant design
and Standard-setting,
Appropriability and capturing
value, Co-specialized assets,
Impact of policy

Readings and Cases

Case: Advent Corporation (BCW, pp. 49-61)
Reading: Profiting from Technological
Innovation: Implications for Integration,
Collaboration, Licensing and Public Policy
(BCW, pp. 32-48)
Additional Reading: The Innovation
Sandbox (Booz-Allen, 2006)

Creating utility, Focusing on

value levers of customer,
Identifying and nurture core
competency of organization

Case: Elio Engineering (A) (BCW, pp. 1331)

Reading: "The Core Competence of the
Corporation" (BCW, pp. 102-112)
Additional Reading: Knowing a winning
business idea when you see one, HBR 2001
Group 1 to present case and readings

Cultural impediments to
innovation based on aversion
to change, NIH or the notinvented-here syndrome, Risktaking based on long-term
strategic purpose

Case: Eli Lilly and Company: Drug

Development Strategy (BCW, pp. 415-430)
Reading: Strategic Intent" (BCW, pp. 550561)
Reading: Note on New Drug Development in
the United States (BCW, pp. 410-414)
Group 2 to present case and readings

Using intellectual property as a

weapon, Partner/channel
strategies, Increased role of IP
in the Internet Age

Case: Rambus Inc. (BCW, pp. 642-655)

Reading: Finding the Balance: Intellectual
Property in the Digital Age (BCW, pp. 398410)
Additional Reading: What is Strategy?
(BCW, pp.113-129)

Module: A Process for

Innovation and Development
Pitfalls in innovation, The
perils of listening too hard to
customers, Failure of
technology leaders due to fear
of cannibalization

QUIZ 1: 2:20-2:50 pm
New product development as a
competitive weapon,
Structuring teams for efficient
delivery, How informal and
formal networks help
innovation

Case: Hewlett-Packard: The Flight of the

Kittyhawk (BCW, pp. 529-540)
Reading: "Customer Power, Strategic
Investment, and the Failure of Leading Firms"
(BCW, pp. 245-264)
Additional Reading: Note on Product
Development, MIT Sloan Review 2005
Syllabus: First 5 sessions
Case: Product Development at Dell Computer
Corporation (BCW, pp. 957-970)
Reading: Organizing and Leading
Heavyweight Development Teams (BCW,
pp. 1012-1023)
Additional Reading: The next step in open
innovation, McKinsey, Jun 2008
Group 3 to present case and readings

Module: Innovation
Challenges in Existing
Organizations
Reinventing the firm, Using
technology for operational
efficiency, New service
development, Capturing value
through creating a channel or
marketplace

Case: Charles Schwab and Co., Inc. in1999

(BCW, pp. 592-610)
Reading: Creating New Markets through
Service Innovation, MIT Sloan Review 2006
Additional Reading: The New Product
Development Map (BCW, pp. 1089 1098)
Group 4 to present case and readings

Battling corporate inertia,

Dealing with industry
structural changes, The impact
of emerging economies

Case: Intel Corporation: The DRAM Decision

(BCW, pp. 454-478)
Reading: Gunfire at Sea: A Case Study of
Innovation (BCW pp. 431-441)
Reading: Innovation blowback: Disruptive
management practices from Asia, McKinsey,
2005

Creating a culture of
institutionalized
entrepreneurship, Empowering
middle managers to take risks

Case: 3M Optical Systems Division: Managing

Corporate Entrepreneurship (BCW, pp. 902914)
Reading: "Managing the Internal Corporate
Venturing Process" (BCW, pp. 915-924)
Reading: Peter Drucker, The Discipline of
Innovation, HBR Classic 1985
Group 5 to present case and readings

10

Innovation in business model

including channel dynamics,
Evolution of structure, Product
life cycle and relating
innovation to it
QUIZ 2 3:50-4:20pm
FINAL EXAM

Case: SAP America (BCW, pp. 348-361)

Reading: Darwin and the Demon, Geoffrey
Moore, HBR 2004
Syllabus: Sessions 6-10

10. Evaluation:
a. Class participation: 25%
b. Case/reading presentation (group work): 25%
c. Quizzes (2, announced): 20%
d. Final Exam: 30%
11. Please note:
a. This course has been offered for the last three years in the PGP-X program at
IIM Ahmedabad
b. A longer version (30 hours) of this course has been offered for the last five years
to PGSEM at IIM Bangalore
c. The longer version has been offered for three years to PGP at IIM Kozhikode