BMGT41040 Operations, Innovation & Management

Academic Year 2019/2020

Traditional Operations is about better managing the activities of a firm to improve its performance. In this course, we will learn to use operations concepts for performance improvement. In addition, and more importantly, we will also learn to use operations toolkit to analyze and innovate the business model of a firm.

Innovation is at the heart of entrepreneurial success and transformational growth in large businesses. Conventional strategies for innovation are based on product innovation, i.e. designing new products or services that address unmet market needs or leverage new technology to satisfy existing market needs. In this course, we will focus on an alternative, novel method for innovation—Business Model Innovation (BMI). In contrast with conventional strategies for innovation, BMI does not rely on developing new products or services, but on delivering existing products and services using innovative processes for sourcing inputs, transforming them into products and, provisioning the right products for the right customers at the right time. In other words, BMI relies on changing an industry by rethinking its operations.

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Curricular information is subject to change

Learning Outcomes:

We will first learn some tools to analyze business models and identify trade-offs and inefficiencies that limit performance. We will then examine a set of pioneering companies that use their deep understanding of this operations science to design innovative business models that break the key constraints and consequently enjoy unchallenged market power. Finally, we will conclude with a recipe that provides a step by step methodology for identifying opportunities for realizing business model innovations in industries and/or regions of your choice.

Indicative Module Content:

Business creation as a process; valuing an operation; managing risk; waiting time analysis and system design; supply chain strategy; marketplace design; applications in grocery delivery, transportation, health care, sustainable urban living and other sectors.

Student Effort Type Hours
Lectures

24

Specified Learning Activities

40

Autonomous Student Learning

50

Total

114

Requirements, Exclusions and Recommendations

Not applicable to this module.


Module Requisites and Incompatibles
Not applicable to this module.  
Assessment Strategy  
Description Timing Open Book Exam Component Scale Must Pass Component % of Final Grade
Essay: Innovation Exercise Throughout the Trimester n/a Graded No

20

Examination: Online Exam 2 hour End of Trimester Exam Yes Graded No

40

Assignment: Group case reports and articles Throughout the Trimester n/a Graded No

40


Carry forward of passed components
Yes
 
Resit In Terminal Exam
Summer Yes - 1 Hour
Feedback Strategy/Strategies

• Feedback individually to students, post-assessment
• Group/class feedback, post-assessment
• Self-assessment activities

How will my Feedback be Delivered?

End of the module, as discussed in class.

The course is based on the following book:
Karan Girotra and Serguei Netessine, The Risk Driven Business Model: Four Questions that will Define your Company, Harvard Business Review Press, 2014.
The book is available in Kindle, English, Russian, Portuguese, Mandarin and Korean editions.
All reading material such as assigned cases and articles will be made available through BrightSpace.
Spring
     
Lecture Offering 1 Week(s) - 20, 21, 22, 23, 24, 25, 26, 31, 33 Mon 11:00 - 12:50
Lecture Offering 1 Week(s) - 30 Thurs 11:00 - 12:50
Lecture Offering 1 Week(s) - 32 Thurs 15:00 - 16:50
Lecture Offering 1 Week(s) - 32 Tues 11:00 - 12:50
Spring
     

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