LeeAnn Rollins Telephone: 1-405-744-5146 (Office)Engineering Extension Facsimile: 1-405-744-5033Engineering North 512 E-mail: [email protected] Oklahoma State UniversityStillwater, OK 74078-5023
TEXT :
Required:1. Burgelman, Robert A., Inside Corporate Innovation (Free Press, 1988) ISBN 0-029-043-417, paper.2. Jim Collins and Jerry I. Porras, Built to Last (HarperBusiness, 2002) ISBN 0-060-516-402, paper.3. Larry Bossidy and Ram Charan, Execution: The Discipline of Getting Things Done (Crown, 2002),
ISBN 0-609-610-570, hardback.
Recommended:4. Burgelman, Robert A., Modesto A. Maidique, and Steven C. Wheelwright, Strategic Management
of Technology and Innovation, 3rd edition (McGraw-Hill/Irwin, 2002), ISBN 0-07-231283-1, hardback (note: The 2nd edition [ISBN 0-256-09128-5] is less expensive and not that different).
OBJECTIVES:
1. To introduce and discuss critical concepts and methods affecting efficient and successful technology and engineering management in the context of an organization’s business strategy.
2. To understand the importance of these concepts and their relationships in developing business strategy for technology, product line planning, integration of technology through innovation, as well as their implications for organizational structure and staff management decisions.
TOPICS:
CLASS 1 – Technology and Innovation as Drivers of Strategy Discussion Topics:
o Introduction to the courseo Strategy and organizational structureo Business decision making and the R&D processo Competitive advantage through technology and innovation
o Customer and market analyses for focus and validationo Technology forecasting and innovation management
Reading: Burgelman, Inside Corporate Innovation (see instructions below) and white paper “Values-Based Leadership: How Organizations Work”
Assignment #1: Essay due week 2.
CLASS 2 – Developing a Foundation for Enduring Success Discussion Topics:
o Business values and R&D cultureo Business performance measuremento Balanced scorecard and customer dashboardso R&D project portfolio management and budget decision makingo Product planning and strategy integration
Reading: Collins and Porras, Built to Last (see instructions below) and white paper “Strategy Realization Through Collaborative Dialog”
Assignment #2: Essay due week 3.
CLASS 3 – Planning Technology Integration to Stimulate Innovation Discussion Topics:
o Corporate governance and business managemento Business environmental scans and intellectual property strategyo Strategic benchmarking and competitive product analysis o Quality function deployment as a strategic toolo Policy deployment and the process of management
Reading: Bossidy and Charan, Execution (see instructions below) and white paper “The Elements of Design for Six Sigma”
Assignment #3: Essay due week 4.
CLASS 4 – Managing Projects for Rapid Time-to-Market Discussion Topics:
o Best practice engineering management methodso Core competence, process capability and staffing decisionso Global manufacturing and supply chain considerationso Design for excellence (DFX) principles
Reading: Extra credit project due with submission of final examination (instructions below)
Final Examination
The final examination will be an individual effort but students are allowed to consult books and notes. The examination is found in the final section of the last class presentation materials. Students will be allowed one week from the time the exam is distributed by email to submit their solution. The examination is an essay allowing each student to demonstrate their understanding of how business and technology strategies should be integrated.
CLASS METHOD
Discussion topics and readings are published prior to each class. Instructor lectures and students work assignments that are directly related to the previous lecture and assigned reading. Assignments will be
evaluated by the instructor and grades will be based upon strength of presentation including substance, logic, facts and data, organization, grammar, etc.
GRADING :
1. Assignments will be due the week following the class meeting and must be submitted via email to the instructor, with a copy to the distance learning coordinator. This will be a firm deadline for each assignment, after which a paper will not be accepted unless there are exceptionally extenuating circumstances. Each assignment will be worth 20% of the final grade.
2. The final examination will be distributed after the last class sessions and students will have one week during which to complete the examination and email it to both the instructor and distance learning coordinator. The final examination will be worth 40% of the final grade. Like life, the final examination is open book – but you will be held to your honor to work alone.
3. Specific grading criteria are included in the class slides. Grades will be awarded as follows:
Above 90 = A 80 – 90 = B 70 – 80 = C 60 – 70 = D Below 60 = Fail
Incomplete will be awarded as the course grade if all required coursework is not completed on time. If a student anticipates receiving an incomplete, they should communicate with the instructor as soon as possible to explain the circumstances and request mercy – dogs do not eat homework!
While these limits will not be raised; they may be lowered. The final grade will be weighted with 60% determined by the assignments and 40% determined by the final examination grade. In addition to the assignments and final examination, there will be an opportunity for extra credit for those students who desire to dig more deeply into the subject matter. Up to 10 points will be given in recognition of performance on the extra credit project (see below).
4. Communication skills are the most important ‘additional’ skills in any career. In order to prepare you for a career where you are judged heavily by how you communicate (convincing others by communication is essential for effective strategic planning) this course will seek to improve the professionalism of the way you communicate. Papers will be graded using the following criteria: The quality of your answer demonstrating a thorough understanding of the principles discussed
in class relative to the specific assignment. The organizational structure of your report – is it efficient, balancing the use of text and graphics
to explain your points. The expression of content must be succinct, cogent, clear and correct grammatically [don’t forget
to use spell and grammar checks]? The use of references and footnotes to support your discussion when it is appropriate. Lack of
footnotes indicates ‘original thinking’ – a very tough thing to do on many aspects of these questions.
Within the word limit and submitted using requested procedures. Papers will be ranked against other class members.
5. To submit your assignments, send them as electronic documents via email to both the instructor and the course coordinator. Assignments are due prior to the scheduled start of the next class date or as specified in the
assignment. If there is any problem prior to the due date, please notify the instructor by email specifying the reason for the problem and the proposed delayed submission date. No late points will be assessed if students have requested delayed submission prior to the due date.
Class assignments, readings and video viewing should all be completed before attempting to complete any assignments.
Assignments must be prepared in Microsoft Word with any graphic files embedded in the text at the appropriate point of reference (it should read like a well-written business report and look like one too).
Your name, class number, assignment number and assignment question should appear at the beginning of the document.
Email submissions should state in the subject line: ETM5111 - Last name, initials, assignment number (e.g., ETM5111-WatsonGH-1).
6. Please, do all work on your own! Academic dishonesty will not be tolerated. Specifically, on your assignments and tests, no discussion or collaboration is permitted. Any form of copying of assignments in whole or in part is an act of academic dishonesty – the exception is documented footnotes – but these must be explained using your personal interpretation. A general rule for being “too close” on assignments is if the instructor discerns from your paper that you worked with another specifically named student, based on the language of the submissions. When the instructor feels beyond a reasonable doubt that dishonesty has occurred, he will award an “F” in the course to both parties. I really want to learn what is in your head and how you interpret the subject matter!
ASSIGNMENTS:
Assignment 1:Burgelman’s book Inside Corporate Innovation provides some interesting perspectives for technology management. Late Austrian economist Joseph Schumpeter defined innovation as “creative destruction of the past” and “planned abandonment” of the things that have been done in order to grasp the future. But, if strategy is really “the persistence of a vision” then there is an apparent conflict. Illustrating with some of the points made by Burgelman regarding technology and innovation, how do you resolve this apparent conflict between ‘innovation as abandonment’ and ‘strategy as persistence’? Please footnote the points used from Burgelman for cross-reference and easy identification. Your paper should be single-spaced and the length about five pages (hint: use the MS Word count feature to check length less than 1,000 words [which does not count text in any embedded PowerPoint illustrations]).
Assignment 2:Collins and Porras book Built to Last has been required reading in corporate boardrooms since it was first released. This book identifies features of corporate cultures that endure by comparing those that have not with successful counterparts. In this social study they have several key findings (e.g., ‘the power of AND’) that should be considered when building a business culture that is able to effectively manage technology and innovation. Based on your reading of Collins and Porras create a management recipe for the cultural values system for technology management. Identify the assumptions that you are making about the business (e.g., size, historical development, technology sector, maturity of technology, and any other factors that you think influence the choice of cultural emphasis areas). Use the model for value deployment presented in my background paper as a structure for describing the choices that you would make as the business leader responsible for setting values to influence attitudes that result in both
individual behavior as well as a resulting organizational culture. Please footnote the points used from Collins and Porras and my paper on values deployment for cross-reference and easy identification. Your paper should be single-spaced and its length about five pages.
Assignment 3:Bossidy and Charan’s book Execution: The Discipline of Getting Things Done provides insight into one of the great business turnarounds of the 20th century. While analysis and planning are significant as overtures to the main opus – real success comes from the discipline of action. Choose at least three points made in this book and compare them with the paper that I wrote on policy deployment. How can this policy deployment methodology be used as a link between the analysis and strategy setting process and these concepts that drive the discipline of execution? Define a clear management process and illustrate how Bossidy and Charan have influenced your thinking (of course flattery by referencing my paper will also help considerably!). Please footnote the points used from Bossidy and Charan for cross-reference and easy identification. Your paper should be single-spaced and its length about five pages.
EXTRA CREDIT PROJECT:
INSTRUCTIONS:
Up to ten points of extra credit toward the final grade in ETM-5111 are available to those students who are willing to go beyond course content and begin a journey toward mastery of this subject.
Following these instructions is a bibliography of articles and books related to the subject of this course. Students may select one or two articles to review or a book to review. All articles and books are listed in chronological order based on year of publication.
Select the article or book of interest and read it! Then, prepare a report about the book or article describing how it illustrates at least 2 points in the course (for an article) or at least 6 points (for a book). Your essay must first describe the theme of the article or book in between 150 and 250 words and then provide a bulleted list of points that relate to discussions in the course, cross-referenced with the related session number, part number and PowerPoint slide numbers.
CREDIT:
Assignment of credit: Up to five points of extra credit will be awarded for each article reviewed (maximum of two articles can be reviewed for credit) or ten points for a book (only one book). To gain the maximum credit you must provide original insight into the book or article reviewed. The purpose of the ‘integration’ part of this course emphasizes an ‘internalization’ of these concepts as well as their link in organizational culture and operating philosophy!
1. Robert Becker and Laurine Speitz, “Putting the S-Curve Concept to Work,” Research Technology Management, September-October 1983, pp. 31-33.
2. James Quinn, “Managing Innovation: Controlled Chaos,” Harvard Business Review, May-June 1985, HBR 85312.
3. George Pogany, “Cautions About Using S-Curves,” Research Technology Management, July-August, 1986, pp. 24-25.
4. David J. Teece, “Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy,” Research Policy, 15:6, 1986, pp. 285-305.
5. Rebecca Henderson and Kim B. Clark, “Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms,” Administrative Science Quarterly, Volume 35 (1990), pp. 9-30.
6. Steven C. Wheelwright and Kim B. Clark, “Creating Project Plans to Focus Product Development,” Harvard Business Review, March-April 1992, HBR 92210.
7. Rebecca Henderson, “Managing Innovation in the Information Age,” Harvard Business Review, January-February 1994, HBR 94105.
8. Joseph L. Bower and Clayton M. Christensen, “Disruptive Technologies: Catching the Wave,” Harvard Business Review, January-February 1995, HBR 95103.
9. Arthur Schleifer, Jr., “Breakeven Analysis (Abridged),” Harvard Business Class Discussion 9-396-211, 1995.
10. W. Brian Arthur, “Increasing Returns and the New World of Business,” Harvard Business Review, July-August 1996, HBR 96401.
11. George Stalk, Jr., David Pecaut and Benjamin Burnett, “Breaking Compromises, Breakaway Growth,” Harvard Business Review, September-October 1996, HBR 96507.
12. Artemis March and David A. Garvin, “R. R. Donnelley & Sons: The Digital Division,” Harvard Business Case Study 9-396-154, 1996.
13. Chan Kim and Rene Mauborgne, “Value Innovation: The Strategic Logic of High Growth,” Harvard Business Review, January-February 1997, HBR 97108.
14. Peter von Stackelberg, “Futures Benchmarking TM: A Process for Strategic Change,” Applied Futures White Paper, from website: www.neosoft.com/~appfutr/futures_benchmarking, June 1998.
15. Timothy A. Luehrman, “Investment Opportunities as Real Options: Getting Started on the Numbers,” Harvard Business Review, July-August 1998, HBR 98404.
16. Teresa Amabile, “How to Kill Creativity,” Harvard Business Review, September-October 1998, HBR 3499.
17. John Hagel III and Marc Singer, “Unbundling the Corporation,” Harvard Business Review, March-April 1999, HBR 4533.
18. Joan Magretta, “The Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell,” Harvard Business Review, March-April 1998, HBR 7907.
19. Jim Collins, “Turning Goals into Results: The Power of Catalytic Mechanisms,” Harvard Business Review, July-August 1999, HBR 3960.
20. Gary Hamel, “Bringing Silicon Valley Inside,” Harvard Business Review, September-October 1999, HBR 3464.
21. Andrew Hargadon and Robert Sutton, “Building an Innovation Factory,” Harvard Business Review, May-June 2000, HBR 6102.
22. Michael Raynor and Joseph Bower, “Lead from the Center: How to Manage Divisions Dynamically,” Harvard Business Review, May 2001, HBR 1008.
23. Gary Hamel, “Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue,” Harvard Business Review, July-August 2000, HBR648X.
24. Stefan Thomke and Eric von Hippel, “Customers as Innovators: A New Way to Create Value,” Harvard Business Review, April 2002, HBR 9640.
25. Gary Williams and Robert Miller, “Change the Way You Persuade,” Harvard Business Review, May 2002, HBR 9969.
26. Martha Craumer, “The Sputtering R&D Machine,” Harvard Business Review, August 2002, HBR R0208A.
27. Danny Hillis, “Stumbling into Brilliance,” Harvard Business Review, August 2002, HBR R0208L.
28. Teresa Amabile, Constance Hadley and Steven Kramer, “Creativity Under the Gun,” Harvard Business Review, August 2002, HBR R0208C.
29. Richard Farson and Ralph Keyes, “The Failure-Tolerant Leader,” Harvard Business Review, August 2002, HBR R0208D.
30. John D. Wolpert, “Breaking Out of the Innovation Box,” Harvard Business Review, August 2002, HBR R0208E.
31. Richard Florida and Robert Cushing, “When Social Capital Stifles Innovation,” Harvard Business Review, August 2002, HBR F0208D.
32. Peter Drucker, “The Discipline of Innovation,” Harvard Business Review, August 2002, HBR R0208F.
33. John Seely Brown, “Research That Reinvents the Corporation,” Harvard Business Review, August 2002, HBR R0208G.
34. Andrall Pearson, “Tough-Minded Ways to Get innovative,” Harvard Business Review, August 2002, HBR R0208H.
35. Henry Chesbrough and David Teece, “Organizing for Innovation: When is Virtual Virtuous?” Harvard Business Review, August 2002, HBR R0208J.
36. Theodore Levitt, “Creativity is Not Enough,” Harvard Business Review, August 2002, HBR R0208K.
BOOKS:
1. Richard Foster, Innovation: The Attacker’s Advantage (New York: Simon and Schuster, 1986).
2. Clayton Christensen, The Innovator’s Dilemma, (Boston: Harvard Business School Press, 1997).
3. Martha Amran and Nalin Kulatiklaka, Real Options: Strategic Investments in an Uncertain World (Oxford: Oxford University Press, 1998).
4. Michael Cusumano and David Yoffie, Competing on Internet Time: Lessons Learned from Netscape and Its Battle with Microsoft (New York: Free Press, 1998).
5. Marco Iansiti, Technology Integration (Boston: Harvard Business School Press, 1998).
6. Christopher Meyer, Fast Cycle Time (New York: The Free Press, 1993).
7. Geoffrey Moore, Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (New York: HarperCollins, 1991).
8. Nitin Nohira and Robert Eccles, Beyond the Hype: Rediscovering the Essence of Management (Boston: Harvard Business School Press, 1991).
9. Everett Rodgers, Diffusion of Innovation, 3rd edition (New York: The Free Press, 1983).
10. Philip Roussel, Kamal Saad, and Tamara Erickson, Third Generation R&D (Boston: Harvard Business School Press, 1991).
11. Peter Schwartz, The Art of the Long View (New York: Doubleday, 1991).
12. Leonos Trigeorgis, Real Options: Managerial Flexibility and Strategy in Resource Allocation (Cambridge: MIT Press, 1996).
13. Michael Tushman, and Charles O’Reilly, Winning Through Innovation: A Practical Guide to Leading Organizational Change (Boston: Harvard Business School Press, 1997).
14. James Utterback, Mastering the Dynamics of Innovation (Boston: Harvard Business School Press, 1994).
15. Stephen Wheelwright and Kim Clark, Revolutionizing Product Development (New York: The Free Press, 1992).
16. Brian Matthews and Watts Wacker, The Deviant’s Advantage: How Fringe Ideas Create Mass Markets (New York: Crown Business Publications, 2002).
17. William Baumol, The Free-Market Innovation Machine (Princeton: Princeton University Press, 2002).
18. Michael McGrath, Michael Anthony and Amram Shapiro, Product Development: Success through Product and Cycle-time Excellence (Boston: Butterworth-Heinemann, 1992).
19. Karl Ulrich and Steven Eppinger, Product Design and Development, second edition (New York: McGraw-Hill, 2000).
20. Gregory H. Watson, Strategic Benchmarking (New York: John Wiley & Sons, 1993).
21. Donald Reinertsen, Managing the Design Factory: A Product Developer’s Toolkit (New York: Free Press, 1997).
22. Dan Dimancescu and Kemp Dwenger, World-Class New Product Development: Benchmarking Best Practices of Agile Manufacturers (New York: AMACOM, American Management Association Press, 1996).
23. Robert Cooper, Winning at New Products: Accelerating the Process from Idea to Launch , second edition (Cambridge, MA: Perseus Books, 1993).
24. William Howard, Jr. and Bruce Guile, editors, Profiting from Innovation: The Report of the Three-Year Study from the National Academy of Engineering (New York: Free Press, 1992).
25. Michael Tushman and Charles O’Reilley III, Winning Through Innovation (Boston: Harvard Business School Press, 1997).
26. C. Merle Crawford, New Products Management, fifth edition (New York: McGraw-Hill, 1997).
27. Ikujiro Nonaka and Hirotaka Takeuchi, The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (New York: Oxford University Press, 1995).
28. John Seely Brown, editor, Seeing Differently: Insights on Innovation (Boston: Harvard Business School Press, 1997).
29. David Nadler and Michael Tushman, Competing by Design: The Power of Organizational Architecture (New York: Oxford University Press, 1997).
30. Steven Wheelwright and Kim Clark, Leading Product Development (New York: Free Press, 1995).
31. William Miller and Langdon Morris, Fourth Generation R&D: Managing Knowledge, Technology and Innovation (New York: John Wiley & Sons, 1999).
32. R. K. Jain and H. C. Triandis, Management of Research and Development Organizations, second edition (New York: John Wiley & Sons, 1997).
33. Lynn Ellis, Evaluation of R&D Processes: Effectiveness Through Measurements (Boston: Artech House, 1997).
34. Robert Cooper, Product Leadership: Creating and Launching Superior New Products (Cambridge, MA: Perseus Books, 1998).
35. Robert Cooper, Scott Edgett and Elko Kleinschmidt, Portfolio Management for New Products (Cambridge, MA: Perseus Books, 1998).
36. Richard Rhodes, Visions of Technology (New York: Simon & Schuster, 1999).
37. David Matheson and Jim Matheson, The Smart Organization: Creating Value Through Strategic R&D (Boston: Harvard Business School Press, 1998).
38. Armand V. Feigenbaum and Donald S. Feigenbaum, The Power of Management Capital: Utilizing the New Drivers of Innovation, Profitability and Growth in a Demanding Global Economy (New York: McGraw-Hill, 2003).
