printer friendly pageSTRAMGT 571: Strategic Management of Technology and Innovation (A)
This first part of the course focuses on technology-based entrepreneurial start-up and mid-sized firms. We will study the development stages of such firms and examine how top and senior leaders integrate knowledge about the key issues relating to the firm's technology with corporate strategy. In particular, we will discuss the importance of defining the "Minimum Winning Game" (MWG) at each stage of development of the venture. We will also examine the interplays between technology development, product development and business strategy development in relation to the evolving MWG throughout the venture's development stages. The main purpose of this part of the course is to provide students - independent of their background (technical or non-technical) - with deep insight into what general managers need to know about technological innovation strategy to successfully run a high-technology firm.
Terms: Aut
| Units: 2
Instructors:
Burgelman, R. (PI)
;
Siegel, R. (SI)
STRAMGT 572: Strategic Management of Technology and Innovation (B)
Building on the first part of the course, this second part focuses on entrepreneurship in large established companies: ¿corporate entrepreneurship¿ aka ¿intrapreneurship.¿ It examines the role of corporate entrepreneurs and how to manage project champions/venture managers, and what some of the organizational design issues are related to corporate entrepreneurship. In particular, we will study the strategic challenges that extremely successful companies face in trying to break out of co-evolutionary lock-in with their mainstream product-market environment, the strategic tensions arising between efforts to develop new businesses based on external acquisition versus internal development of new technologies, the strategic leadership challenges associated with trying to develop new growth opportunities that require significant cultural change, and the strategic leadership challenges associated with linking new business opportunities to corporate strategy. The main purpose of this second par
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Building on the first part of the course, this second part focuses on entrepreneurship in large established companies: ¿corporate entrepreneurship¿ aka ¿intrapreneurship.¿ It examines the role of corporate entrepreneurs and how to manage project champions/venture managers, and what some of the organizational design issues are related to corporate entrepreneurship. In particular, we will study the strategic challenges that extremely successful companies face in trying to break out of co-evolutionary lock-in with their mainstream product-market environment, the strategic tensions arising between efforts to develop new businesses based on external acquisition versus internal development of new technologies, the strategic leadership challenges associated with trying to develop new growth opportunities that require significant cultural change, and the strategic leadership challenges associated with linking new business opportunities to corporate strategy. The main purpose of this second part of the course is to highlight the key innovation challenges faced by established firms: exploiting existing opportunities, exploiting new opportunities, and balancing the exploitation of existing and new opportunities throughout the firm¿s evolution. In particular, we will focus here on the conflicts inherent in having to manage these various challenges simultaneously.
STRAMGT 571 is a pre-requisite for this course.
Terms: Aut
| Units: 2
Instructors:
Burgelman, R. (PI)
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