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Program in Open Innovation
(formerly Center for Open Innovation)
Courses Offered
Topics in Open Innovation: MBA 290T.2/ENG 298A.2
Managing Innovation & Change: MBA 290T-2
Innovation in Services and Business Models
Introduction to Management and Technology
Innovation & Business Models & Entrepreneurship: UGBA 190T
Course Descriptions
Topics in Open Innovation - Spring 2012
MBA 290T/ENG 290.7
Henry Chesbrough
Units of Credit: 2
Mondays, 2:00 PM - 4:00 PM, Sutardja Dai Hall, Room 250
All videos (except the video of Karim Lakhani, which is linked below) may be viewed at this link:
http://www.youtube.com/playlist?list=PLE986DDBA60257ED2
Date |
Speaker Name |
Organization |
23-Jan |
Henry Chesbrough |
Faculty Dir. Garwood Center for Corporate Innovation, Haas, UCB |
23-Jan |
Kevin Boudreau |
Professor, London Business School, Fellow at Harvard [presentation pdf]
|
30-Jan |
Vicki Gonzalez |
Founder, Nidus Partnership |
6-Feb |
John Roese |
Vice President, R&D, Huawei |
13-Feb |
Alph Bingham |
Founder, InnoCentive |
20-Feb |
Holiday |
N/A |
27-Feb |
Keld Laursen |
Professor, Copenhagen Business School |
5-Mar |
Dr. Steven Friend |
President, Co-Founder, Sage Bionetworks |
12-Mar |
Karim Lakhani |
Professor, Harvard Business School |
19-Mar |
Wim Vanhaverbeke |
Professor, ESADE Business School |
26-Mar |
No Class - Spring break |
N/A |
2-Apr |
Mark Hatch |
CEO, TechShop |
9-Apr |
Barbara Holzapfel, SAP |
SVP and Managing Director, SAP Labs |
16-Apr |
Dr. Anurag Srivastava |
Chief Technology Officer, Wipro, India |
23-Apr |
Ashish Chatterjee |
Director Connect+Develop, Procter & Gamble |
30-Apr |
John Jacobsen |
Head of Engineering, quirky.com |
Topics in Open Innovation - Fall 2011
Course #: MBA 290T.2/ENG 298A.2
Mondays, 2:00 PM - 4:00 PM; Location: Haas School of Business- Room C230
The organizers for this semester’s series are Henry Chesbrough and Solomon Darwin, both of UC Berkeley.
The processes of industrial innovation are themselves being innovated. The locus of innovation is shifting, from largely being confined to operations within the four walls of the corporation, to a more distributed, open model of innovation (Chesbrough, 2003). In this more open approach, useful knowledge can be found from a wealth of possible sources. Companies need to re-orient their management processes to make greater use of external knowledge in their own innovation systems. In turn, companies would do well to let their own unused ideas flow to other businesses for them to use. Related topics involve the opportunity to engage with customers in more participatory processes, advancing science through more open, collaborative, and rapid means, and creating markets and pathways for people around the world to connect and innovate.
This new speaker series brings together some thoughtful practitioners of this more open process of innovation, along with some excellent new academic research on new ways of conceptualizing open innovation processes. For the latest version of the series agenda, and copies of papers, go to http://openinnovation.haas.berkeley.edu/
Students who attend regularly will be exposed to some of the latest research on open innovation processes, and also to some of the latest industry practices in innovation management. This blend of theory and practice is the key objective of this class.
Grading and Credit for the Course
Students will receive one unit credit. The grade will be based on class attendance, participation and quality of a 2-page commentary on 3 speaker presentations of during the term. The students are will be required to attend each seminar meeting (one absence is excused without penalty). The papers are due one week following the speaker’s lecture – email them to Prof. Solomon Darwin at darwin@haas.berkeley.edu. To get the proper credit, the File name format: TOI- Speaker’s Last Name-Your Last Name.doc Example: “TOI-West-Smith.doc”. Your papers will be shared with the presenters. Attendance will only be taken at the start of the class.
[click here for all Fall 2011 videos]
[Syllabus as a PDF]
| Mondays | Speakers | Organization |
| August 29, 2 PM - 3 PM |
Henry Chesbrough Author, Professor, & Director of the Center for Corporate Innovation |
Haas School of Business, University of California, Berkeley |
August 29, |
John Wilbanks |
Creative Commons |
| Presentation PDF | ||
| September 12, 2 PM - 3 PM |
Ron Resnick Discussing: Open Innovation in International Mobile Telecommunications |
WiMax Forum |
| Presentation PDF | ||
| September 12, 3 PM - 4 PM |
Oliver Alexy Discussing: Open Innovation Intermediaries |
Imperial College, London |
| Presentation PDF | ||
| September 19, 2 PM - 3 PM |
Jim Spohrer Discussing: Role of Universities |
IBM |
| September 19, 3 PM - 4 PM |
Esteve Almirall Discussing: Open Cities |
ESADE, Barcelona, Spain |
| Presentation PDF (large file) | ||
| September 26, 2 PM - 3 PM |
Howard Atkins Discussing: Innovation in Financial Services |
Wells Fargo Bank (Immediate Past Employer) |
| September 26, 3 PM - 4 PM |
Pramod John Discussing: Open Innovation Strategy Challenges at McKesson |
McKesson |
| Presentation PDF | ||
| October 3, 2 PM - 3 PM |
Kal Patel Discussing: Open Innovation in Retail Businesses |
Best Buy (Immediate Past Employer) |
| October 3, 3 PM - 4 PM |
Aneesh Chopra Discussing: Open Government |
Office of Science and Technology Policy, the White House |
| Presentation PDF | ||
| October 10, 2 PM - 3 PM |
Deepu Rathi Discussing: Product Innovation |
Cisco |
| October 10, 3 PM - 4 PM |
Solomon Darwin Associate Director, Program in Open Innovation |
Haas School of Business, University of California, Berkeley |
Note that speakers are confirmed but are subjected to change due to unforeseen circumstances.
Managing Innovation & Change
MBA 290T-2 - Units of Credit: 3
Instructor: Henry Chesbrough
ABSTRACT OF COURSE'S CONTENT AND OBJECTIVES:
Most innovations fail. Yet companies that don’t innovate die. Managing innovation thus constitutes one of the most difficult and critical tasks facing a manager. Nor is this solely the concern of high tech companies – companies in traditionally “low tech” businesses such as consumer packaged goods (like Procter & Gamble) find that innovation translates directly into growth in new businesses, and better profits in existing businesses.
The course adopts a capabilities-based view of the firm, drawing from economic, organizational, and engineering perspectives. The goal of the course is to identify the sources of innovative success and failure inside corporations, and how companies can develop and sustain a capability to innovate.
Managing Innovation is divided into five modules:
The first module is understanding disruptive technology, a theory of why great companies fail in managing certain types of technological change. This theory was introduced by Clayton Christensen in his book, “The Innovator’s Dilemma”. I taught with Clay for 6 years while at Harvard Business School.
The second module is about Innovation and the Business Model. The sources of failure for great companies lie in what they do very well. The business model that has created great success, is a barrier to change, as well as a source of advantage. Disruptive Technologies fundamentally challenge the company’s current business model – which is why they are so disruptive.
The third module examines Sources of Innovative Ideas. Once we understand the barriers to change, we must then find out how companies can overcome their disabilities, and where to look for new ideas. We will examine university research, military research, individual inventors, and corporate discovery processes.
The fourth module considers Creating Innovation Capabilities. These are alternative ways that companies have tried to escape the limits of their current business. We will examine these experiments, and look for processes and structures (including incubators, spin-offs, corporate venture capital) that attempt to sustain a company’s success.
The fifth and final module discusses Business Model Innovation. The first four modules took the business model as essentially fixed. In this last module, we relax this assumption, and then examine ways companies can experiment with their business model. We will also discuss limits on companies’ abilities to do this, and how those might be overcome.
Innovation in Services and Business Models
MBA 290T-1 - Units of Credit: 3
Instructor: Henry Chesbrough
ABSTRACT OF COURSE'S CONTENT AND OBJECTIVES:
This is a new course, not only within Haas and the MOT Program, but within academic campuses around the world. This course is an experiment to address a burning issue in business today: most of the economic activity in developed economies is services-based. Yet most of our knowledge about innovation is based upon products, not services. A recent survey by the National Academies of Engineering found that “the academic research enterprise has not focused on or been organized to meet the needs of service businesses”.
This is not an abstract concern for Berkeley students. More than 60% of the graduating 2004 class from Haas took jobs in knowledge-intensive, service businesses. Looking further on in one’s career, more than 63% of the INC. 500 companies in are services businesses. Service businesses represent the future for the vast majority of Haas and MOT students.
Our course will examine services innovation, primarily within the IT context. It will also focus upon the business model in creating and managing innovation in services businesses. We will also consider how product-based businesses can - or cannot - transition to service-based businesses. During the course, we will have outside visitors from companies like IBM and SAP, and Berkeley faculty as well. Here are some of the themes for the course:
- Innovation in services is not the same process as innovation in products. Services are intangible. They often are consumed as they are delivered. In fact, the customer often co-creates the service experience with the supplier.
- Technology can enable new models of services businesses. Information is both the key input and the key output for many services businesses. Little wonder that more than 70% of information technology sold in the United States is purchased by service firms. The selection, deployment and management of technology in services is thus a critical element for business success.
- Business models are a key enabler and a key differentiator for services businesses. We will be quite precise about defining a business model, and explore a variety of methods for articulating, designing, and managing business models in services. Technologies are emerging to help model business processes in useful ways. They can enable a richer exploration of alternative business models that might differentiate the business from competitors.
- Standards, architectures, and platforms are essential tools to create leverage and scalability for services businesses. When services businesses are largely people-based, their ability to grow depends on the ability to hire and retain sufficiently talented people. If, however, a firm can incorporate its knowledge so that others can build upon it via standards, architectures and platforms, the services business can grow beyond the constraints of its internal personnel.
Introduction to Management and Technology
MBA 290T-2 - Units of Credit: 3
Instructor: Henry Chesbrough
ABSTRACT OF COURSE'S CONTENT AND OBJECTIVES:
This course is designed to give students a broad overview of the main topics encompassed by management of technology. It has garnered excellent reviews, and we will have a bigger classroom this year, so while enrollment preference will be given to first year Haas students, second year Haas students are welcome if space permits. Students from the School of Information and from Engineering are also welcome. We will begin with a technology perspective towards business, and discuss why bad things can happen to good technology. Then will we discuss Technology Strategy, how technology can help drive business growth and profitability. We will then look at how to Organize for Innovation, and we will conclude the course with intellectual property management and business models. Where available and appropriate, our cases and lectures will be supplemented by visitors from companies that we will be studying during the course.
Innovation & Business Models & Entrepreneurship
UGBA 190T - Units of Credit: 3
Course Syllabus/Overview as a PDF
Background Research for the Innovation Challenge Project as a PDF
Professor: Solomon N. Darwin
Office Hours: T, TH: 3:30‐ 5:00pm
Class Time: T, TH: 12:30pm – 2pm
Office Location: F410
Website: http://bspace.berkeley.edu
Location: Room C110
E‐Mail address: darwin@haas.berkeley.edu
Tel # (510) 643‐4133
This is a fun‐filled course that utilizes creative and business talents of energetic students to address innovation challenges of real companies. Students work in groups of five with the Professor and Directors of Innovation, and C‐level executives of Top companies to help structure an innovative business model solution to the participating company’s challenges. This project‐driven course combines a good mix of class lectures, outside speakers, interactive class discussions, and a group project assigned by the participating company they choose. Fall 2010’s companies included: Nike, Best Buy, Shell, Dole and United Health. The presentations were judged by the five corporate executives of the respective firms. The class lectures are designed to enhance the student’s knowledge about various business models and how innovation works to save and grow a company. Students learn from both successful and failed models to understand why companies succeed and some fail. Also, the lectures include an entrepreneurship module to benefit those students who desire to start their own innovative companies. This semester’s companies include: Johnson& Johnson, HP, Intel, United Health & SAP. The projects were highly rated by the participating executives last fall. Please read the attached cover story published in Cal Business Magazine about this course offered last fall by Bill Snyder, Silicon Valley Reporter.
Text Book: Open Business Models ‐ Harvard Business School Press – Author: Henry Chesbrough
HBS Cases will be assigned during the course – need to be downloaded from HBS website.
Pre‐requisites: One Financial Accounting class is highly recommended but not required to perform basic research.
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