| SES # | TOPICS | CASES | READINGS |
|---|---|---|---|
| Introduction | |||
| 1 | Dynamics of technological innovation | Gladwell, Malcolm. "Smaller: The Disposable Diaper and the Meaning of Progress." The New Yorker, November 16, 2001. |
Additional readings Christensen, Clayton. "Exploring the Limits of the Technology S-Curve. Part I: Component Technologies." Product and Operations Management Journal 1, no. 4 (1992): 334-357. ———. "Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies." Product and Operations Management Journal 1, no. 4 (1992): 358-366. Moore, Gordon. "Cramming More Components onto Integrated Circuits," Electronics, April 19, 1965. (PDF) |
| 2 | Industrial implications of technological innovation |  Moore, Gordon. Crossing the Chasm. New York, NY: Collins Business, 2002. ISBN: 9780060517120. (Chapters 1 and 2 only.) | |
| 3 | Competitive implications of market and technology dynamics | Gladwell, Malcolm. "The Televisionary." The New Yorker, May 27, 2002. |
Afuah, A., and J. Utterback. "Responding to Structural Industry Changes: A Technological Evolution Perspective." Industrial and Corporate Change 6 (1997): 183-202. |
| Exploring innovations: experimentation and iteration | |||
| 4 | Systematizing innovation; "What's the Big Idea;" IDEO | Christensen, Clayton. and Scott D. Anthony. "What's the Big Idea?" Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-602-105, September 26, 2005. |
Fleming, L. "Breakthroughs and the Long Tail of Innovation." MIT Sloan Management Review 49, no. 1 (2007): 69-74. |
| 5 | Scoping technology: Advanced Inhalation Research | Roberts, Michael, and Diana Gardner. "Advanced Inhalation Research, Inc." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-899-292, September 9, 2003. | Thomke, S. "R&D Comes to Services: Bank of America's Pathbreaking Experiments." Harvard Business Review 81, no. 4 (2003): 70-79. |
| 6 | No class; teams work on assignment 1 | ||
| 7 | Iterating design: Team New Zealand | Iansiti, Marco, and Alan MacCormack. "Team New Zealand." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-697-040, April 17, 1997. | Thomke, S. "Capturing the Real Value of Innovation Tools." MIT Sloan Management Review 47, no. 2 (2006): 24-32. |
| 8 | Experimenting with markets: innovation at 3M | Thomke, S. and Ashok Nimgade. "Innovation at 3M Corp." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-699-012, July 23, 2002. | Additional readings Ho, Teck-Hua, and Kay-Yut Chen. "New Product Blockbusters: The Magic and Science of Prediction Markets." California Review Management 50, no. 1 (2007): 144-158. Urban, Glen L., and Eric von Hippel. "Lead User Analyses for the Development of New Industrial Products." Management Science 34, no. 5 (1988): 569-82. |
| 9 | Capstone: Iridium | MacCormack, Alan, and Kerry Herman. "The Rise and Fall of Iridium." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-601-040, November 28, 2001. | Additional readings Evans, David, and Karen Webster. "Designing the Right Product Offerings." MIT Sloan Management Review 49, no. 1 (2007): 44-50.
|
| Executing innovations: organizing to execute | |||
| 10 | Organizing innovation teams: 'The Bakeoff' | Gladwell, Malcolm. "The Bakeoff: Project Delta Aims to Create the Perfect Cookie." The New Yorker, September 5, 2005. | Clark, Kim, and Steven Wheelwright. "Organizing and Leading Project Teams." Chapter 8 in Revolutionizing Product Development. Boston, MA: Free Press, 1992. ISBN: 9780029055151. |
| 11 | Organizing flexible processes; 'Internet Time' exercise | Iansiti, M, and A. MacCormack. "Living on Internet Time." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-697-052, November 13, 1996. | Iansiti, M., and A. MacCormack. "Developing Products on Internet Time." Harvard Business Review 75, no. 5 (1997): 108-117. Additional readings Cusumano, Michael. "How Microsoft Makes Large Teams Work Like Small Teams." MIT Sloan Management Review 39, no. 1 (1997): 9-20. |
| 12 | Incentivizing and organizing innovators: GSK | Huckman, Robert. "Glaxo-Smith Kline: Reorganizing Drug Discovery." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-074, May 17, 2005. | Goffee, Rob, and Gareth Jones. "Leading Clever People." Harvard Business Review 85, no. 3 (2007): 72-79. |
| 13 | Organizing innovation between firms and communities; One Laptop Per Child, innovation communities (Visitor: Mako Hill) | Baldwin, Carliss, Siobhan O'Mahoney, and James Quinn. "IBM and Linux (A)." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-903-083, June 26, 2003. | Raymond, Eric Steven. "The Cathedral and the Bazaar." Chapter 2 in The Cathedral and the Bazaar. Cambridge, MA: O'Reilly Media, Inc., 2001. ISBN: 9780596001087. |
| 14 | Incentivizing and organizing external innovators: D-Wave | MacCormack, A., A. Agrawal, and R. Henderson. "D-Wave Systems: Building a Quantum Computer." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-604-073, April 26, 2004. | Huston, Larry, and Nabil Sakkab. "Connect and Develop: Inside Proctor & Gamble's New Model for Innovation." Harvard Business Review 84, no. 3 (2006): 58-67. |
| 15 | Negotiation innovation work between firms and academia (SpudSpy & negotiation exercise) | Snow, D., and Lee Flemming. "SpudSpy." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-059, February 3, 2005. | Edwards, M., F. Murray, and R. Yu. "Gold in the Ivory Tower." Nature Biotechnology 24 (2006): 509-515. |
| Exploiting innovations: options, portfolios and platforms | |||
| 16 | No class; time for project work | ||
| 17 | Dynamics of the market for ideas; designing the value chain | Gans, J., and S. Stern. "The Product Market and the Market for Ideas: Commercialization Strategies for Technology Entrepreneurs." Research Policy 32, no. 2 (2003): 333-350.
| |
| 18 | Leveraging portfolio development: A123 (Visitor: Ric Fulop, Founder A123 Systems) | MacCormack, A., and S. Sucher. "le Petit Chef." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-602-080, November 13, 2002. | Clark, Kim, and Steven Wheelwright. "The Aggregate Project Plan." Chapter 4 in Revolutionizing Product Development. Boston, MA: Free Press, 1992. ISBN: 9780029055151. |
| 19 | Capstone: leveraging platforms in online video gaming (Visitor: Cyrus Beagly, Sloan '02) | Eisenmann, T. "Electronic Arts in Online Gaming." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-804-140, October 12, 2006. | Prugl, R., and M. Schreier. "Learning from Leading Edge Customers at The Sims." R&D Management 36, no. 3 (2006): 237-250. Background only (optional) Sviokla, J., and A. Paoni. "Every Product's a Platform." Harvard Business Review 83, no. 10 (2005): 17-18.
|
| 20 | Portfolio management processes: le Petit Chef | Bowen, Kent, Kenneth P. Morse, and Douglas Cannon. "A123 Systems." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-606-114, May 8, 2006. | Chesbrough, H., and D. Teece. "When is Virtual Virtuous." Chapter 3 in The Strategic Management of Intellectual Capital. Edited by D. Klein. Boston, MA: Butterworth-Heinemann, 1998, pp. 27-37. ISBN: 9780750698504. |
| Renewing innovations: organizing disruption | |||
| 21 | Internal vs. external sources of renewal: Intel | MacCormack, Alan, and Kerry Herman. "Intel Research: Exploring the Future." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-051, October 27, 2005. | Background only (optional)
|
| 22 | Renewing innovation; corporate venturing; IBM Alphaworks | Chesbrough, Henry. "Inxight: Incubating a Xerox Technology Spinout." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-699-019, December 17, 1998. | Wolcott, Robert, and Michael J. Lippitz. "The Four Models of Corporate Entrepreneurship." MIT Sloan Management Review 49, no. 1 (2007): 75-82. |
| 23 | Renewing innovation; internal venturing; GE imagination breakthroughs | Bartlett, Christopher A., Brian J. Hall, and Nicole Bennett. "GE's Imagination Breakthroughs: The Evo Project." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-907-048, June 19, 2007. | Stringer, Robert. "How to Manage Radical Innovation." California Management Review 42, no. 4 (2000): 70-88. |
| 24 | Wrap-up | ||
Table of Contents
Study Materials
Readings
| Help support MIT OpenCourseWare by shopping at Amazon.com! MIT OpenCourseWare offers direct links to Amazon.com to purchase the books cited in this course. Click on the Amazon logo to the left of any citation and purchase the book from Amazon.com, and MIT OpenCourseWare will receive up to 10% of all purchases you make. Your support will enable MIT to continue offering open access to MIT courses. |