MOB9525-02: STRATEGIES FOR INNOVATION AND GROWTH

Credits: 1.5
Cost: $1632
Payment for This Course is Due: September 16, 2008
 
Registering for MOB9525-02:  Registration for Intensive Electives will take place through online course registration. Students will be notified of Fall 2008 registration dates via their Babson email account.  Students can add this course up until the start of the first class meeting.  Please see the drop deadline below.  If a space becomes available in the course after the regular Fall 2008 add/drop deadline (September 9^th) but before the course specific add deadline, students must email intensiveelectives@babson.edu to register for it. These emails will be processed on a first-come-first-serve basis and we will not retain emails for future consideration.

Professor: Jay Rao

Meeting Dates and Times: Friday November 7 (6:30 – 9:00), Saturday November 8 (9:00 – 5:00), and Saturday November 22 (9:00 – 5:00)

Time Conflicts: If a student is registered for Intensive Electives that have conflicting dates and time, the Registrar's Office will drop one of these courses.

Intensive Electives Limit: The maximum number of Intensive Electives a student may take while at Babson is 4.  It is the student's responsibility to adhere to this policy.  If the student exceeds this limit, we will drop that student from an Intensive Elective of our choosing.

Meeting Room: Olin 225

Dropping MOB9525-02: If online add/drop is closed, students can email intensiveelectives@babson.edu to drop this course.  Students can drop this course so long as an email is sent to intensiveelectives@babson.edu before the end of the day (11:59PM) of the first class meeting.  Students must email from their Babson email account.

Capacity: 42

Overview:  This course focuses on developing capabilities for innovation and growth in the context of large enterprises. Achieving growth through innovation is probably the biggest "buzz word" that is floating around in corporate circles and business media today. Unfortunately, it is also the most poorly understood and misused term. Hence, corporations around the world are struggling to institutionalize innovation. Like all large-scale enterprise wide programs, Innovation also suffers from the same fate as prior programs like TQM, reengineering, 6-sigma, Balanced Scorecard and others. Few firms have truly leveraged these to spur growth and competitiveness. We will look at enterprises that have successfully incorporated innovation into their cultural DNA. These firms have survived for decades and in some cases more than 100 years by navigating through massive upheavals in technologies, markets, products, and processes. These firms have been built to last, i.e., organizational innovation. This course looks at how some of these firms have organized themselves for innovation and growth. We will explore in depth three major concepts: (1) Innovation Life Cycle, (2) Innovation Platforms and (3) Organizational Innovation. These concepts will cover the three main questions about institutionalizing innovation: (1) what type of innovation should a firm focus on and why? (2) how to implement the chosen innovation? and (3) who in the firm should be doing it?