Course Number:         EW 290T-12

 

Course Title:              Open Business Models & Open Innovation

 

Units of Credit:           3 units

 

Instructor:                   Solomon Darwin 

 

E-mail Address:          darwin@haas.berkeley.edu

 

Meeting Days:            Saturdays 9am-12pm

 

Prerequisites:             None

 

Class Format:             An interactive project-based class with lectures, case studies, and guest speakers


Grading:

Class Attendance        100

Class Participation      150

Mid‐Term                    300

Peer Evaluation           100

Final Project                350

Total Points            =  1,000

 

Important Policies that will affect the grade:

       Class participation is encouraged.

       Attendance, and being on time to class will be rewarded.

       Cell phone use & texting during class will not be allowed.

       No laptop policy: Hard copy of the PowerPoint slides will be distributed before the lectures for taking notes.

 

COURSE CONTENT AND OBJECTIVES:

This course presents an opportunity for those students who are passionate about employing their innovative and creative talents to learn the process of Open Innovation to address the business model challenges of real companies. To demonstrate the solid understanding of the process, concepts and strategies, the students work in groups of five to seven to formulate a solution to the problems the companies are currently facing. Students work with respective Senior Corporate Executives who present their challenges. This includes exploring new business models and prospective markets in light of the changing economic landscape, social trends, and emerging technological advances. The intent of the course is to create heterogeneous groups to leverage the diverse experiences, skill-sets, and tacit knowledge of individuals within each group to frame and solve problems. The groups tap into both internal and external ideas, generated on ideation platforms, to explore and create innovative business models to deliver products and services. Sourcing of external ideas from a larger and diverse population is preferred in building good business models.

 

The business model solutions proposed by student groups need to be viable, scalable, and executable for implementation. The senior executives from each of the respective firms will judge the final presentations at the end of semester. The instructor will serve as a mentor/consultant to each of the group in addition to class lectures. The sponsoring company executives will provide a mid-point review to provide feedback and guidance.

 

Course objectives:

  1. Understand the process  of Open Innovation Implementation
  2. Utilize creative talents within the group to address challenges of real companies.
  3. Work collaboratively with other groups and be open to exchange and cross synergies.
  4. Engage with  Senior Executives in problem framing and problem solving
  5. Focus on break-through and disruptive solutions vs. incremental solutions
  6. Sourcing ideas from a larger pool and diverse population is preferred vs. internal ideas.
  7. Present a business model solution with recommendations to senior executives for evaluation.

 

Course Layout:

The professor will focus the first few weeks on providing tools for the business innovation project.

       The seven building blocks of a business model

       Key metrics of business performance and innovative models

       Examples of Closed vs. Open Innovation models

       Lessons learned from case studies of successful and failed business models

       Working with the professor and senior executives to frame the problem

       Researching, and analyzing the firms financials, its industry, and markets

       Soliciting external ideas through innovation platforms

       Exploring alternative models

       Recommending an innovative business model solution

 

Professor Darwins previous student projects on business model innovation involving senior executives includes: Intel, HP, McKesson, Nike, Best Buy, Shell, Dole, United Health, Johnson & Johnson, SAP, Lenovo, Mindray, Huawei, Mattel, Standard Chartered Bank, Cisco and Ericsson,

 

In the fall of 2013, we plan to select top companies from the following industries: Sports; 2. Entertainment; 3. Biotech; 4. Energy; 5. Cleantech; 6. Healthecare; 7. Policy & regulation; and 8. Financial Services.

 

Class Schedule

Date

Location

Class Day

Topic for Disccussion

24-Aug

Haas C135

Day1

What is a Business Model?

31-Aug

Haas C135

-

NO CLASS (Labor Day Holiday)

7-Sep

Techmart

Day2

Open Innovation in the Changing Landscape

14-Sep

Haas C135

Day3

Open Business Models - Cases

21-Sep

Haas C135

Day4

Performance Metrics - for Business Models

28-Sep

Haas C135

Day5

Disruptive Innovation - Case Studies

5-Oct

Techmart

Day6

Open Services Innovation

12-Oct

Haas C135

Day7

Digital Business Model Innovation

19-Oct

Techmart

Day8

Sustainable Innovation

26-Oct

Techmart

Day9

HP Case Discussion

2-Nov

Haas C135

Day10

Topics in Open Innovation - Guest Speaker

9-Nov

Techmart

Day11

Meet in Groups - Instructor feedback

16-Nov

Haas C135

Day12

Emerging Topics in Business Models - Guest Speaker

23-Nov

Techmart

Day13

Pre-Presentation to Other Executives for input

30-Nov

Haas C135

-

NO CLASS (Thanksgiving Holiday)

7-Dec

Haas C135

Day14

Meet in Groups - Instructor feedback

14-Dec

Haas C135

Day15

Final Presentations to Corporate Sponsors

 

BIOGRAPHICAL SKETCH:

 

 

Professor Darwin comes with broad leadership experience in corporate management & academia. He actively teaches this topic internationally at several prominent European and Asian universities as well as in the Executive Education program at Haas. His teaching experience spans over 16 years. Prior to joining the Haas School of Business Berkeley in 2005, he was an Associate Professor for 9 years at USCs Marshall School of Business in Los Angles. He is recognized by his peers and students for innovative leadership, teaching, and curriculum development. At Haas, he moderates International Conferences, Innovation Forums, and chairs the Deans CFO and Chief Innovation Officer Round Tables on a quarterly basis. He is the associate director for the Center for Open Innovation and works closely with Professor Henry Chesbrough the father of Open Innovation.

 

His progressive corporate leadership experience covers a span of 14 years as a Senior Finance Officer at Bank of America; Director of Finance at First Interstate Bank; Corporate Controller at Glendale Federal Bank and Senior Financial Analysts at Motorola.

 

During his spare time, he consults and trains senior executives. The list includes Google, Genentech, Hewlett Packard, Health Net, UCSF Medical Center and several other Silicon Valley companies and startups, as well as businesses in Mexico, China, India, Russia, and Europe.