BMGT43850 Technology & Innovation Strategy

Academic Year 2020/2021

Technology and innovation are key strategic levers for competitive advantage, and their importance has further increased in todays’ digital economy. We take the perspective of CEOs and directors of large corporations to guide students through the understanding of how technological changes affect leading organizations, why they often fail to adapt, what are the strategies that new entrants use to attack through innovation, and how established companies can/should react in high-velocity and competitive environments.

We start the course examining the models of technological change elaborated in the ‘70’s-‘90’s at HBS and the MIT, and gradually we move to the recent scientific advancements until 2020. We examine the strategic role of core competencies to gain a firm’s competitive advantage and to the role of complementary assets and legal protection mechanisms to appropriate the value of an innovation. We also learn the theories and applications of platform and ecosystem businesses, open innovation, and business model innovation.

To make the learning of these important theories applicable, in each session we discuss real business cases. The course ends with the presentation by students of their final group projects.

The objective of this course is to equip students with frameworks and examples regarding how companies develop technology and innovation strategies to gain and sustain competitive advantage.

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Curricular information is subject to change

Learning Outcomes:

Upon successful completion of this course, students will be expected to:

• Understand the drivers of technological changes and their consequences for organizations and markets
• Use and apply existing models to predict strategic outcomes and changes in the competitive positioning of firms
• Identify and analyze the relationship between technological innovation and firms’ advantage, and better interpret some of today’s industry transformations, such as the rise of platforms and ecosystems, potential disruptions (e.g., AI, Blockchain) and business model innovation.
• Explain key concepts such as: industry evolution, product and process innovation, disruptive innovations, organizational adaptation, strategic alliances.
• Develop their strategic thinking through the new lens, of innovation management
• Improve their skills in analysing complex situations and discuss them through case study analysis and presentation.

Student Effort Type Hours
Lectures

24

Practical

80

Specified Learning Activities

48

Autonomous Student Learning

92

Total

244

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
Group Project: Final Group Project Coursework (End of Trimester) n/a Graded No

35

Continuous Assessment: Group case analysis Throughout the Trimester n/a Graded No

15

Essay: Final Individual Assessment Coursework (End of Trimester) n/a Graded No

50


Carry forward of passed components
Yes
 
Resit In Terminal Exam
Spring No
Feedback Strategy/Strategies

• Feedback individually to students, on an activity or draft prior to summative assessment
• Group/class feedback, post-assessment
• Self-assessment activities

How will my Feedback be Delivered?

A mix of group and individual feedback is provided orally in class and out of class. Self-assessment activities are also employed in the form of discussions and self-reflection on in-class student work.

Name Role
Professor Pamela Sharkey Scott Subject Extern Examiner

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