COURSE NUMBER: EWMBA 290T.11

COURSE TITLE: Managing Innovation & Change

UNITS OF CREDIT: 2

INSTRUCTOR: Henry Chesbrough

E-MAIL ADDRESS: chesbrou@haas.berkeley.edu

CLASS WEB PAGE LOCATION (HTTP URL): bCourses

MEETING DAY(S)/TIME: Mondays (live synchronous sessions) and two in-person Sundays (1/29 and 4/23) are all MANDATORY.

Session #

Date & Time

1

Sunday, January 29  (On-campus) 9:30AM-12PM Classroom TBD

Monday, January 30 (Mandatory) Technology Orientation 6-7PM Live Synchronous session

2

Monday, February 6 (Mandatory) 6:00PM-9:00PM

3

Monday, February 13 6:00PM-9:00PM

(Monday, February 20 HOLIDAY - NO CLASS)

4

Monday, February 27 6 6:00PM-9:00PM

5

Monday, March 6 6:00PM-9:00PM

6

Monday, March 13 6:00PM-9:00PM

7

Monday, March 20 6:00PM-9:00PM

(Monday, March 27 HOLIDAY- NO CLASS)

8

Monday,  April 3 6:00PM-9:00PM

9

Monday, April 10 6:00PM-9:00PM

10

Sunday, April 23 (On-campus) 9:30AM-12PM, Classroom TBD

PREREQUISITE(S): none

CLASS FORMAT:
Online hybrid course that blends asynchronous and synchronous online content (e.g. online simulations, case discussions, some lecture, and some outside speakers) with in-person sessions in an effort to support and enhance all students' learning experience. The majority of the content will be hosted online, where students can complete the work anytime within the week in which the work is assigned. In addition, there will be weekly mandatory live synchronous class sessions (Monday, 6-9:00 PM) and there will be two on-campus in-person class sessions: one held the first week of class and one held the last week of class (Sundays, 9:30-12 PM on 1/29 and 4/23) which are all MANDATORY. There will be an online Mandatory Technology Orientation that all students must attend prior to the first live synchronous session*.

*NOTE: Mandatory Technology Orientation: Monday, January 30th  between 6:00 -7:00 PM PST. You must attend this orientation prior to the start of the course via Adobe Connect. This will be an opportunity for you to test your system requirements and ask any questions related to the technology and online platform.

SYSTEM REQUIREMENTS FOR STUDENTS*: This online hybrid course requires students to have access to reliable, high-speed internet connection, a computer that has a webcam and can run the most recent versions of the browsers  (Firefox, Chrome, or Safari). Students should not use any type of mobile device in order to participate in the live sessions.  A webcam and headset microphone (to avoid feedback) are required for participation in the live sessions. Many modern computers have integrated webcams that will work well. In addition to these technical requirements, students are required to join class from a quiet and well-lit learning environment.

Please watch this short orientation video on what the system requirements are to be successful in this course for the live sessions:
Preparing for your online classroom

*NOTE: Students attending live sessions without these resources may be unable to fully participate and will not receive full participation credit.

REQUIRED READINGS: Two Books: 1) Open Innovation ISBN 13: 978-1-4221-0283-1, by Henry Chesbrough, 2) Open Business Models ISBN 13: 978 -1-4221-0427-9, by Henry Chesbrough; and provided case study and article selections

BASIS FOR FINAL GRADE: 40% Class Discussion, 30% take-home exams, 30% Final Project

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 organic growth in new businesses, and better profits in existing businesses.
This is not a course on all theories of managing innovation. For one they keep changing, and for another, I have some that I am really excited about that I want to share with you. 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.  We will pay particular attention to Open Innovation, a theory that I framed and has become quite popular.  We will also want you to contribute your own experiences with innovation in your organization, both what has worked and even more, what hasn’t worked.  Getting your own experiences into the discussion will be an important, shared objective for you and the instructor.

BIOGRAPHICAL SKETCH:
Henry Chesbrough, an adjunct professor at the Haas School of Business, at the University of California, Berkeley, is an internationally respected expert on innovation. Chesbrough has written extensively on the topic of innovation, but he is best known for his work on open innovation. Wikipedia calls him “the father of open innovation”.
Open innovation, as the name suggests, describes innovation that occurs beyond the closed doors of a single organization. For example, the open source movement, which created the computer operating system Linux, is one example of open innovation (particularly if we include the business models companies use to embrace and leverage open source). A survey of large companies conducted in 2013 and again in 2015 found that nearly 80% of large companies in Europe and North American were practicing at least some parts of the Open Innovation model.