Managing Innovation and Entrepreneurship

Readings

SES #	TOPICS	CASES	READINGS
Introduction
1	Dynamics of technological innovation	Gladwell, Malcolm. “Smaller: The Disposable Diaper and the Meaning of Progress.” The New Yorker, November 16, 2001.	Foster, R. “The S Curve: A New Forecasting Tool.” Chapter 4 in Innovation: The Attacker’s Advantage. New York, NY: Summit Books, 1986. ISBN: 9780333435113. Additional readings Christensen, Clayton. “Exploring the Limits of the Technology S-Curve. Part I: Component Technologies.” Product and Operations Management Journal 1, no. 4 (1992): 334-357. ———. “Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies.” Product and Operations Management Journal 1, no. 4 (1992): 358-366. Moore, Gordon. “Cramming More Components onto Integrated Circuits,” Electronics, April 19, 1965. (PDF)
2	Industrial implications of technological innovation		Moore, Gordon. Crossing the Chasm. New York, NY: Collins Business, 2002. ISBN: 9780060517120. (Chapters 1 and 2 only.)
3	Competitive implications of market and technology dynamics	Gladwell, Malcolm. “The Televisionary.” The New Yorker, May 27, 2002.	Christensen, Clayton. The Innovator’s Dilemma. Boston, MA: Harvard Business School Press, 1997. ISBN: 9780875845852. (Chapter 3 only.) Afuah, A., and J. Utterback. “Responding to Structural Industry Changes: A Technological Evolution Perspective.” Industrial and Corporate Change 6 (1997): 183-202.
Exploring innovations: experimentation and iteration
4	Systematizing innovation; “What’s the Big Idea;” IDEO	Christensen, Clayton. and Scott D. Anthony. “What’s the Big Idea?” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-602-105, September 26, 2005.	Bennis, Warren G., and Patricia Biederman. “The End of the Great Man.” Chapter 1 in Organizing Genius. New York, NY: Perseus Books, 1997. ISBN: 9780201570519. Fleming, L. “Breakthroughs and the Long Tail of Innovation.” MIT Sloan Management Review 49, no. 1 (2007): 69-74.
5	Scoping technology: Advanced Inhalation Research	Roberts, Michael, and Diana Gardner. “Advanced Inhalation Research, Inc.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-899-292, September 9, 2003.	Thomke, S. “R&D Comes to Services: Bank of America’s Pathbreaking Experiments.” Harvard Business Review 81, no. 4 (2003): 70-79.
6	No class; teams work on assignment 1
7	Iterating design: Team New Zealand	Iansiti, Marco, and Alan MacCormack. “Team New Zealand.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-697-040, April 17, 1997.	Thomke, S. “Capturing the Real Value of Innovation Tools.” MIT Sloan Management Review 47, no. 2 (2006): 24-32.
8	Experimenting with markets: innovation at 3M	Thomke, S. and Ashok Nimgade. “Innovation at 3M Corp.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-699-012, July 23, 2002.	Additional readings Ho, Teck-Hua, and Kay-Yut Chen. “New Product Blockbusters: The Magic and Science of Prediction Markets.” California Review Management 50, no. 1 (2007): 144-158. Urban, Glen L., and Eric von Hippel. “Lead User Analyses for the Development of New Industrial Products.” Management Science 34, no. 5 (1988): 569-82.
9	Capstone: Iridium	MacCormack, Alan, and Kerry Herman. “The Rise and Fall of Iridium.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-601-040, November 28, 2001.	Additional readings Evans, David, and Karen Webster. “Designing the Right Product Offerings.” MIT Sloan Management Review 49, no. 1 (2007): 44-50. Christensen, C., and M. Raynor. “Managing the Strategy Development Process.” Chapter 8 in The Innovator’s Solution. Boston, MA: Harvard Business School Press, 2003. ISBN: 9781578518524.
Executing innovations: organizing to execute
10	Organizing innovation teams: ‘The Bakeoff’	Gladwell, Malcolm. “The Bakeoff: Project Delta Aims to Create the Perfect Cookie.” The New Yorker, September 5, 2005.	Clark, Kim, and Steven Wheelwright. “Organizing and Leading Project Teams.” Chapter 8 in Revolutionizing Product Development. Boston, MA: Free Press, 1992. ISBN: 9780029055151.
11	Organizing flexible processes; ‘Internet Time’ exercise	Iansiti, M, and A. MacCormack. “Living on Internet Time.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-697-052, November 13, 1996.	Iansiti, M., and A. MacCormack. “Developing Products on Internet Time.” Harvard Business Review 75, no. 5 (1997): 108-117. Additional readings Cusumano, Michael. “How Microsoft Makes Large Teams Work Like Small Teams.” MIT Sloan Management Review 39, no. 1 (1997): 9-20.
12	Incentivizing and organizing innovators: GSK	Huckman, Robert. “Glaxo-Smith Kline: Reorganizing Drug Discovery.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-074, May 17, 2005.	Goffee, Rob, and Gareth Jones. “Leading Clever People.” Harvard Business Review 85, no. 3 (2007): 72-79.
13	Organizing innovation between firms and communities; One Laptop Per Child, innovation communities (Visitor: Mako Hill)	Baldwin, Carliss, Siobhan O’Mahoney, and James Quinn. “IBM and Linux (A).” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-903-083, June 26, 2003.	Raymond, Eric Steven. “The Cathedral and the Bazaar.” Chapter 2 in The Cathedral and the Bazaar. Cambridge, MA: O’Reilly Media, Inc., 2001. ISBN: 9780596001087.
14	Incentivizing and organizing external innovators: D-Wave	MacCormack, A., A. Agrawal, and R. Henderson. “D-Wave Systems: Building a Quantum Computer.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-604-073, April 26, 2004.	Huston, Larry, and Nabil Sakkab. “Connect and Develop: Inside Proctor & Gamble’s New Model for Innovation.” Harvard Business Review 84, no. 3 (2006): 58-67.
15	Negotiation innovation work between firms and academia (SpudSpy & negotiation exercise)	Snow, D., and Lee Flemming. “SpudSpy.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-059, February 3, 2005.	Edwards, M., F. Murray, and R. Yu. “Gold in the Ivory Tower.” Nature Biotechnology 24 (2006): 509-515.
Exploiting innovations: options, portfolios and platforms
16	No class; time for project work
17	Dynamics of the market for ideas; designing the value chain		Gans, J., and S. Stern. “The Product Market and the Market for Ideas: Commercialization Strategies for Technology Entrepreneurs.” Research Policy 32, no. 2 (2003): 333-350. Teece, D. “Capturing Value from Technological Innovation: Integration, Strategic Partnering, and Licensing Decisions.” In Managing Strategic Innovation and Change. New York, NY: Oxford University Press, 1996, pp. 287-306. ISBN: 9780195100112. (Required: Pages 287-297 only.)
18	Leveraging portfolio development: A123 (Visitor: Ric Fulop, Founder A123 Systems)	MacCormack, A., and S. Sucher. “le Petit Chef.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-602-080, November 13, 2002.	Clark, Kim, and Steven Wheelwright. “The Aggregate Project Plan.” Chapter 4 in Revolutionizing Product Development. Boston, MA: Free Press, 1992. ISBN: 9780029055151.
19	Capstone: leveraging platforms in online video gaming (Visitor: Cyrus Beagly, Sloan ‘02)	Eisenmann, T. “Electronic Arts in Online Gaming.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-804-140, October 12, 2006.	Prugl, R., and M. Schreier. “Learning from Leading Edge Customers at The Sims.” R&D Management 36, no. 3 (2006): 237-250. Background only (optional) Sviokla, J., and A. Paoni. “Every Product’s a Platform.” Harvard Business Review 83, no. 10 (2005): 17-18. Gawer, A., and M. Cusumano. Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation. Boston, MA: Harvard Business School Press, 2002. ISBN: 9781578515141. (Chapters 2 and 3 only.)
20	Portfolio management processes: le Petit Chef	Bowen, Kent, Kenneth P. Morse, and Douglas Cannon. “A123 Systems.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-606-114, May 8, 2006.	Chesbrough, H., and D. Teece. “When is Virtual Virtuous.” Chapter 3 in The Strategic Management of Intellectual Capital. Edited by D. Klein. Boston, MA: Butterworth-Heinemann, 1998, pp. 27-37. ISBN: 9780750698504.
Renewing innovations: organizing disruption
21	Internal vs. external sources of renewal: Intel	MacCormack, Alan, and Kerry Herman. “Intel Research: Exploring the Future.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-051, October 27, 2005.	Background only (optional) Chesbrough, Henry. “Open Innovation at Intel.” Chapter 6 in Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston, MA: Harvard Business School Press, 2005, pp. 113-134. ISBN: 9781422102831. Uttal, B. “The Lab That Ran Away from Xerox.” Fortune, 1983. Reprinted in Strategic Management of Technology and Innovation. Edited by R. A. Burgelman, C. M. Christensen, and S. C. Wheelwright. New York, NY: McGraw-Hill, 2003. ISBN: 9780072536959.
22	Renewing innovation; corporate venturing; IBM Alphaworks	Chesbrough, Henry. “Inxight: Incubating a Xerox Technology Spinout.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-699-019, December 17, 1998.	Wolcott, Robert, and Michael J. Lippitz. “The Four Models of Corporate Entrepreneurship.” MIT Sloan Management Review 49, no. 1 (2007): 75-82.
23	Renewing innovation; internal venturing; GE imagination breakthroughs	Bartlett, Christopher A., Brian J. Hall, and Nicole Bennett. “GE’s Imagination Breakthroughs: The Evo Project.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-907-048, June 19, 2007.	Stringer, Robert. “How to Manage Radical Innovation.” California Management Review 42, no. 4 (2000): 70-88.
24	Wrap-up