95640 - Innovation Strategy

Learning outcomes

At the end of the course the student: - Understands Business Ecosystems that encompasses several Industries; - Discusses the management of emerging (and often disruptive) technologies; - Recognises the dynamics of multi-sided markets, platforms and business ecosystems; - Develops Scenario Plans for Business Ecosystems, analyse its impacts on new and existing companies and formulate corresponding strategies.

Course contents

Teaching Hours: 30

Course Content:

The objective of this elective course is to provide UniBO students a comprehensive introduction to Innovation Strategy and Management in today’s networked economy.

The course will cover three major topics:

1. Innovation and Emerging technologies Management - We will understand, from a historical perspective, the most important Emerging Technologies developed over the last 100 years - their origins, trajectories, and impact in areas ranging from defense to information and Communication, Biotech, Nanotech, Robotics and Artificial Intelligence. We will also understand the Emerging Technologies Management - Starting from Assessment, we move into Marketing Management, Strategic Planning, Financing and Organization;
2. Classic Industry Based Strategy and Business Ecosystems Based Strategy, encompassing multiple industries. We will chart and analyze multi actor Ecosystems, covering areas such as Telecom, Entertainment, Energy, Mobility, Food, Health, Space and Defense, always taking into account multiple actors that transcends a single firm or industry. The issues of Diversification, Vertical Integration and Multi Business Organizations will also be covered.
3. Scenario Planning - How can we systematically identify trends and uncertainties for an Ecosystem and, from those, create, describe and analyze scenarios for the future as well as Strategies, with emphasis on Innovation Strategy and Emerging Technologies.

Readings/Bibliography

Please note: texts might not be available in the library thus need to be individually gained

Required Readings:

The prescribed textbook is a classic on Emerging Technologies Strategy, Innovation and Scenario Planning, from Wharton School. We will use several chapters of it.

• Day, G.S.; Schoemaker, P.J.; Gunther, R.E. Wharton on Emerging Technologies, Wiley, New Jersey, 2000.

  You must also read the following texts:

• Hax, A.C.; Wilde II, D.L.: The Delta Model: adaptive management for a changing world. Sloan Management Review, v. 40, n. 2, p. 11-28. Winter, 1999
• Tsujimoto, M. et al. A Review of the Ecosystem Concept: towards coherent ecosystem design. Technological Forecasting & Social Change, v. 136, p. 49-58. November 2018
• Garvin, D.A.; Levesque, L.C. A Note on Scenario Planning. Harvard business school note 9-306-003. November 17, 2005
• Martelli, V.; Chimenti, P.; Nogueira, R. Future Scenarios for the Brazilian electricity sector: PV as a new driving force? Futures v. 120, 2020. https://doi.org/10.1016/j.futures.2020.102555
• Orlova, A.; Nogueira, R.; Chimenti, P. Present and Future of the Space Sector: a business ecosystem approach. Space Policy, Space Policy, 2020 (in press). https://doi.org/10.1016/j.spacepol.2020.101374

  The course uses cases in most of the sessions. You must be prepared to discuss them during the corresponding classes:

• Alcácer, J.; Khana, T.; Snively, C. The Rise and Fall of Nokia. Harvard Business School Case # 9-714-428. June 11, 2020.
• Iansiti, M.; Lakhani, K.R.; Mayer, H.; Herman, K. Moderna(A). Harvard Business School Case # N9-621-032. July 13, 2021.
  
• Oberholzer-Gee, F.; Stoppiello, K.Tesla Motors in 2024 - Turbulence Ahead. Harvard Business School Case # 9-724-446. March 29, 2024.
• Weiss, J.R.; Labruyere, T. Siemens Energy - Positioning an Energy Giant for the Future. Harvard Business School Case # 9-722-014. October 1, 2021.
• Friedman, J.; Danzman, S.B.; Lane, D. TikTok and National Security: Investment in an Age of Data Sovereignty? Harvard Business School Case # 9-722-020. May 8, 2022.
• Weinzierl, M.C.; Lucas, K.; Sarang, M. SpaceX - Economies of Scale, and a Revolution in Space Access. Harvard Business School Case # 9-720-027. October 5, 2021

Teaching methods

Attendance is strongly recommended to succesfully complete the course

In this course, learning will take place through pre-reading, case preparation, case discussions and an individual strategy project.

The first session will be a lecture on basic strategy concepts and a historical analysis of the key emerging technologies and their impact over the last hundred years. All the following sessions will combine case analysis and theory application. The course will also use mini cases, recorded interviews and recent fact analysis.

 

• INTENDED LEARNING OUTCOMES (ILOs):

• ILO–1: Discuss the Management of Innovation and Emerging Technologies;
• ILO–3: Integrate the basic strategy concepts, from both industry and ecosystem perspectives;
• ILO–2: Elaborate and analyze Business Ecosystem charts;
• ILO–4:Recognize the dynamics of multi-sided markets, platforms and business ecosystems, including diversification, vertical integration and multi business organizations;
• ILO–5: Develop Scenario Plans for Business Ecosystems, analyze its impacts on new and existing companies and formulate corresponding strategies.

 

Assessment methods

Marks are intended on a numerical grade scale (0 to 30), being 18 to 30 the passing grade range.

The range of grades for every component (participation, case analysis and final assignment) are as follows:

• <18 - not sufficient;
  
• 18-19 sufficient knowledge of the course topics;
• 20-23 - fair knowledge of the course topics;
• 24-27 - good knowledge and ability to apply the acquired concepts;
• 28-30 - very good knowledge of the course topics;
• 30 - Cum laude: excellent and comprehensive knowledge of all course topics.

The final grade will be computed based upon the following weights:

• Individual participation - weight on the final grade : 20% (to be completed throughout the entire course);
• Individual case analysis - weight on the final grade: 30% (to be completed throughout the entire course);
• Individual final assignment - weight on the final grade: 50% (due date: April 9th 23.59)
  

Individual Participation

Attendance is strongly recommended.

Engagement in class activities: your opinions are highly welcomed; in fact, they're expected. You should discuss the theoretical readings and present your conclusions regarding the case analysis to the class in order to start a good debate. You'll receive a grade covering your overall performance, which comprises the quantity and quality (depth, theoretical base, etc) of your comments.

In each of the eight sessions the participation of each student will be assessed. The final grade will be computed from the average of those.

Individual Case analysis

You must read and prepare each case. An individual assignment (no longer than 3 pages) is expected for three cases of your choice – they must be sent by email to the professor before the class in which it will be discussed starts. You should connect the main concepts from the readings during the course to the proper case analysis. Analytical rigor is expected, as well as some creativity and 'out-of-the-box' thinking. You'll receive a grade accordingly to your success in supporting your point of view through the analysis.

The grading is based upon the following rule: You must answer the questions proposed for each case (you can see those on this syllabus). Doing this you get 6 points. If you provide a careful and deep analysis in the answers you get 12 more points. If you correctly use the theory and the readings you get up to 12 additional points. The maximum for each case is 30. The final case grade will be the average of the three marks.

Individual Final assignment

Based upon the sessions, readings, case discussions and your experience, write an essay that discusses how the concepts learnt in class could be applied in the business you are currently working at.

The text must describe the ecosystem your company is located at, with the main actors and connections; identify the trends and uncertainties for the charted ecosystem (there should be references for each driver) and select, according to the method, two key uncertainties; from those, generate four scenarios - describe them and create the corresponding early warning signs; Assess the impact of each of those scenarios upon your current business and create the corresponding strategies. To finish, formulate how the class changed your view upon strategy and how you intend to use the gathered knowledge in your current job or your future career.

Grading will follow this rule: The broader the ecosystem, the better. Scope will add up to 8 points to the grade. The driving forces identification will also add 8 points - support in the literature and references for those and also the clearer criteria to select the two key-uncertainties will be taken into account for this. Scenario generation and analysis will add 8 points - deep and insightful impact analysis and strategy proposals will be the most important criteria for this grading. The last 4 points will come from your description of how this new knowledge will be used in your career. The maximum points for the individual assignment is 30.

Teaching tools

Powerpoint class presentations, case studies, eventual use of IT lab.

Office hours

See the website of Antonio Roberto Ramos Nogueira