Description
Course Contents Management, as we know it today, has been the subject of study and practice roughly for the last 100 years. Some people think that a good manager can manage anything, regardless of its technological base. But there is strong evidence that the ability to evaluate alternative technologies and their investment requirements, the capacity to envision how scientific and technical concepts find their way to the market, and the knowledge about how to manage complex innovation and production processes, all require a distinctive set of skills. In this course we will look at what these skills are. Many cases will be studied, of both successful and failed technology based projects and enterprises. By the end of the course students are expected to have developed their own criteria about how Technology Intense Organizations must operate to achieve their goals.
Type Subject
Optativa
Semester
First
Credits
5.00
Previous Knowledge
Objectives

Learning Outcomes:

By the end of the course, students should be able to:

- Evaluate innovation projects, and understand their different management options
- Understand how an innovation process works
- How a particular project fits into a particular organization
- Propose specific organizations to manage technology enterprises
- Make an informed opinion about new products commercialization options
- Identify innovation risks in specific situations
- Understand the implications of the different sorts of alliances

Contents

Agenda
Week 1. Introduction

Week 2. Definitions. What is Management? What is Technology?
What is a Technology Intense Organization?
What are the differences with other organizations?
Moore´s Law
Nokia & Microsoft

Week 3. Organizing the High Technology Enterprise (Chapter 10)
Google, 3M

Week 4. How to Manage the Innovation Process (Chapter 11)
What is a Business Process? What is the Innovation Process?
Google vs. Apple, Stage Gate, Concurrent Engineering, Glaxo Zantac

Week 5. Market Research and Market Adoption (Chapters 3-5)
Eurona, Iridium
Technology S-Curves
Honda and Hybrid Electric Vehicles

Week 6. Sources of Innovation (Chapter 2)
Management of Research and Development (R&D)
Given Imaging´s Camera Pill

Week 7. Project Evaluation and Selection (Chapter 7)
Quantitative and Qualitative Methods for choosing projects
Bug Labs

Week 8. Managing Technology Based Projects (Chapters 11-12)
Managing the Product Development Process.
Managing Product Development Teams.
frog, Skullcandy

Week 9. Review

Midterm Exam

Week 10. Crafting a commercial deployment strategy (Chapter 13)
Xeno Mouse
Voz Telecom vs. Jaja!
Siemens Mobile, Sony Ericsson, Fractus

Week 11. Intellectual Property (Chapter 9)
The software problem
The IBM PC
Open Source

Week 12. Challenges of managing in High Tech
Managing risks
Intel. Xerox PARC

Week 13 Challenges of managing in High Tech.
Managing Risks
IBM Emerging Business Units A,B,C (HBS)

Week 14 Managing Risks. Regulation
Simpay,

Week 15 Innovation and Strategy (Chapter 6)
Genzyme

Week 16 Extended Review

Methodology

Methodology
The course is divided in the study of 13 different topics, each covering a different viewpoint of how Technology Intense Organizations may be managed. For each topic, a combination of the following will be used:
- Lectures - Students will be presented with contents about the major topics covered in the course.
- Weekly Assignments - Assignments will be given BEFORE each topic is presented. Therefore, students are not expected to provide a right or wrong answer for each assignment, but are expected to think about the main issues of each topic.
- Class discussions - Many cases will be discussed through the course. Maximum benefit for the student will be obtained only if each case has been prepared by previously doing the corresponding weekly assignment.
- Readings - A list of recommended books and papers is provided in the present document. In addition, other sources may be referred during the course.
- Videos - When available, relevant videos will also be viewed, as additional materials for the class discussions.

Evaluation

REQUIREMENTS AND ASSESSMENT
- Attend class.
It is imperative that you are here. You CANNOT miss classes. This course is only effective if everyone participates actively.

- Be punctual.
Come to class ON TIME. No excuses are allowed. Late arrivals disrupt the flow of the class. In addition, tardiness at work would not be tolerated.

- Participate.
Class participation is a must for the grade. Therefore, it is important that students come to class with the readings, exercises, activities or other stuff prepared, willing to interact and discuss them meaningfully. Some stuff will be based on home prepared materials and other stuff on brainstorming and in class activities. You will be assessed on the quality of your comments, the feedback provided to your colleagues and the way you do it.

- Be prepared for every class.
I expect you to come to class with the readings, take-home exercises, activities and assignments prepared in advance of the class devoted to them.

- Follow the Cell phones & Laptops policy.
Cell-phones laptops and tablet PCs (iPads) are off limits during class: no calls -no text messaging- no e-mailing, no browsing during class. Please, turn them off. No cell-phones are allowed on the table to check the time. Your professor will inform you when it is the time to finish the class.

If you have an emergency situation that requires you to be contacted quickly during class time, let your professor know at the beginning of class and an exception may be made if the professor considers so.
EVALUATION
The Course grade will be based on the following point breakdown:
- 10%: Attendance.
- 20%: Participation. Individual assignments and class discussions.
- 40%: Midterm Exam
- 30%: Final Exam
For those students deciding to go for a retake exam, the final course grade will be computed as follows:
- 30%: Attendance, weekly assignments and class discussions
- 70%: Retake Exam Score

Evaluation Criteria
Basic Bibliography

Readings
REQUIRED TEXTBOOK
Schilling, M.A., Strategic Management of Technological Innovation, Mc-Graw-Hill, 2010
In addition to the required textbook, you will be provided with other materials through the university intranet. You will be also requested to search for additional materials in the library and on internet.

Additional Material

OTHER RECOMMENDED TEXTS
Thamhain, H.J., Management of Technology, John Wiley & Sons, 2005
Trott, P., Inovation Management and New Product Development, Pearson Education, 2008
Hammel, G., The Future of Management, Guildan Media Corp. 2008
SPECIFIC INNOVATION AND NEW TECHNOLOGY ADOPTION REFERENCES
Moore, G.A., Inside The Tornado, Capstone Publishing Ltd., 2001
Christensen, C.M., The Innovator´s Dilema, Harvard Business School Press, 1997
Geroski, P., The Evolution of New Markets, Oxford University Press, 2003
Chesbrough, H.W., Open Innovation: The new imperative for creating and profiting from technology, Harvard Business School Press, 2003
Munos, B., Lessons from 60 years pf pharmaceutical innovation, Nature reviews, Drug Discovery, Vol.8, December 2008
INNOVATION EXAMPLES
Lynn, G.S., Reilly, R.R., Blockbusters, Harper Collins, 2002
Easton, J., StrikingItRich.com, McGraw-Hill, 1999
Battelle, J., The Search, Penguin Group, 2005
Smith, D.K., Alexander, R.C., Fumbling the Future, William Morrow & Co. 1988
OTHER REFERENCES
Surowiecki, J., The Wisdom of Crowds, Random House, 2004
Harford, T., Adapt, Little Brown, 2011