BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
BUS M&L 855
INNOVATION PRACTICE
Masters of Business Administration Program
Max M. Fisher College of Business
The Ohio State University
Winter 2012
Call Number: 8749
Section 1:Tuesdays, Thursdays: 3:30-5:18 p.m.
Room: 315 Gerlach Hall
DRAFT: Pending final acceptance of guest speakers. All readings however are final as are instructions
for purchasing and downloading readings.
Faculty Instructor: Michael Bills
Office: 252 Mason Hall
Office Hours: by appointment
Phone: 614.226.0072
Email: bills_36@fisher.osu.edu
I. COURSE HIGHLIGHTS:
The purpose of this course is to provide students with the opportunity to develop skills, and understanding of,
the theory and application of innovation processes and a framework for its commercial application across
various types and formats of businesses. The course explores emerging trends in innovation methodologies and
the manner in which it has been successfully (and unsuccessfully) to the development of new and existing products,
services, brands, business concepts and processes. This course is intended for graduate-level students with diverse
business interests who are desirous of working on innovation initiatives within multi-disciplinary Innovation Teams
that are increasingly responsible for this type of development and creation.
II. COURSE DESCRIPTION:
Leading edge companies, in reaction to disruptive and seismic shifts in the marketplace and in order to ensure
continued viability, are increasingly investing in innovation. This ever-evolving effort to differentiate the perception
of both their brand and products and services is a relatively new approach to ideation and creation that has required
the establishment of new practices and methods and the inclusion of multiple areas of expertise that are radically
different from the traditional R& D - based, siloed structures and linear work/product delivery processes historically
found in most firms.
The course explores:
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The history of new product, service and brand development
Evolving definitions of innovation
Types of innovation
Levels of innovation
Processes & methodologies for application
Problem solution and resolution
The role of creativity and middle-brained thinking
Organizational & team structures
Work styles & multi–disciplinary, cross - functional collaboration
Differentiation from traditional R&D process
The role of the consumer in new concept creation
The “open source” and open innovation
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION

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Instructor: Michael Bills
Fisher College of Business
The Ohio State University
Differences between invention and innovation
Leadership styles and approaches that facilitate innovation
The course examines various types of innovation including - product, service, digital, brand, process and concept
innovation applied to a cross-section of businesses categories and sectors including:
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Information technology
Online/digital
Hard-line consumer goods
Soft-lines apparel and fragrance
Computing and consumer electronics
Fast moving consumer goods
Beverage
Food Service
These topics are addressed by a combination of the course text, chapter excerpts from supporting texts, case studies,
three academic articles and five general interest articles. There are also individual assignments and a team
assignment.
III. COURSE MATERIALS
1.) Primary Course Text: “The Game Changer” – How You Can Drive Revenue And Profit Growth With
Innovation Author: AG Lafley (CEO - Procter & Gamble) with Ram Charan
2.) Course Packet: Required reading packet available in downloadable, electronic format from
Harvardbusinessonline.com. Includes readings (articles and book/chapter excerpts) and case studies.
NOTE: includes copyrighted material and therefore requires that each student purchase his or her own
copy of the materials. All other required readings will be distributed on the first day of class. SEE
INSTRUCTIONS FOR PURCHASING BELOW ON PAGE 6
3.) Additional and supplemental readings - may be handed out in class throughout the duration of the
course. PLEASE SEE PAGE SIX FOR OTHER READINGS TO BE DOWNLOADED FOR FREE
ONLINE AND THOSE THAT ARE HANDOUTS IN CLASS.
IV. COURSE APPROACH
The class is intended to be highly interactive and discussion-oriented therefore regular attendance is mandatory and
vital to successful completion of the course. Critical participation and discussion are an important part of the course
and therefore requires active involvement and contribution from all individuals enrolled in the course. An additional
objective is for all participants to add to a growing body of work and opinions regarding innovation through both the
individual and collaborative collection and delivery of assignments.
This body of work will include examples of actual businesses and specific products, services or other concepts that
can be considered and argued to be “innovative” as based upon the definitions provided by leading academics on the
subject. The practice of innovation is both an art AND a science and as such is less quantifiable than many other
business practices and areas of study. It is also an evolving practice. As such, no one body of writing or philosophy
can be taught or learned that has been deemed the definitive authority. The course therefore reviews various
perspectives and opinions on the topic.
Therefore students must come to class fully prepared each day. Full preparation means that you have carefully read,
in full, the entire reading assignment, and/or have completed any and all activities and/or other assignments as
described in the course outline. Further you should be able and prepared to critically discuss the subject matter,
apply it to a real or hypothetical case and be able to support and defend your perspective to the class. Successfully
completing this course requires that you are willing and able to make such a commitment for preparation of this type
and level.
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
V. COURSE REQUIREMENTS & GRADING
Standards of Integrity and Conduct: each student in this course is expected to be familiar with and abide by the
principles and standards set forth in The Ohio State University’s code of student conduct and code of academic
conduct. You can review these documents or download a .pdf version at:
http://studentaffairs.osu.edu/resource_csc.asp
and
http://www.gradsch.osu.edu/Content.aspx?Content=10&itemid=1
It is also expected that each student will behave in a manner that is consistent with the Fisher Honor Statement,
which reads as follows:
“As a member of the Fisher College of Business Community, I am personally committed to the highest standards of
behavior. Honesty and integrity are the foundations from which I will measure my actions. I will hold myself
accountable to adhere to those standards. As a future leader in the community and business environment, I pledge to
live by these principles and celebrate those who share these ideals.”
While most students have high standards and behave honorably, like every academic institution we sometimes
encounter cases of academic misconduct. It is the obligation of students and faculty to report suspected cases of
academic and student misconduct. Students can report suspected violations of academic integrity or student
misconduct to faculty or to a program’s leadership. All reported cases of academic misconduct are actively pursued
and confidentiality is maintained.
Grading Policy and Practices: With the objective of establishing as dynamic and effective a learning environment
as possible, the course requires a commitment on your part not only to attend all classes, but also to prepare fully
and to participate. We will work together to create an environment in which open, rigorous discourse is the standard.
Thus, each of you must be willing not only to share your ideas and analysis with your colleagues, but also be open to
challenges of those ideas.
The following are the fundamental principles for grading in this course:
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The requirements for this course are identical for everyone. This means it is not possible to “make up” for
poor performance through “extra credit” work.
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Any exams cannot be retaken or taken at times other than the scheduled period except under circumstances
of extreme hardship and as approved by the instructor.
As required by school policy, grading will be based on relative rather than absolute standards. The average grade in
this course will be a 3.5 or lower. A “B” (3.00) average in core courses and overall is required to earn a Fisher MBA
degree from The Ohio State University.
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It is possible to earn any of the official OSU grades, from an “A” to an “E”, in this course.
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Sometimes cases of academic misconduct arise due to apparent confusion over the degree of collaboration
allowed on assignments. University policy clearly states that it is each student’s responsibility to resolve
issues that appear ambiguous directly with the faculty members. However, to help create clarity and avoid
potential misunderstandings, we use the following letters to indicate collaboration allowed on each
assignment:
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
N: No Collaboration of Any Kind Allowed
T: Collaboration Only with Teammates Allowed
A: Collaboration with All Fellow Students Allowed
U: Unlimited collaboration with All Fellow Students and Other Parties Allowed
There are 300 possible points to be earned through assignments for this course. Points are allocated as follows:
•
Class Participation - contribution to discussion: 60 points (U, collaboration with all fellow students) Value: 20% of overall grade.
•
Team Assignment/Group Project (1): 90 points total includes impact of peer assessment (see below) (T,
team only) - Value: 30% of overall grade.
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Individual Assignment (1): 60 points (N, no collaboration) -Value: 20% of overall grade.
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Mid-Term Exam: Test: 90 points (N, no collaboration) - Value: 30% of overall grade.
Class Collaboration: Attendance and contribution are extremely important. Attendance at each session is
mandatory (see below). Most of your learning will occur in preparation for and participating in the case
discussions. The course is designed to allow cumulative insights of your colleagues to contribute to the evolution of
the class’s learning. Thus the entire in-class learning experience relies on each of you taking responsibility for
contributing to the discussion. Class contribution will comprise a significant portion of your grade. As is the case in
real-world work environments, you are judged by what you contribute. Even if you feel that you know the material,
unless you share your insights with the class, no one can adequately evaluate your preparedness and contribution. It
is only through consideration of many diverse opinions and viewpoints that we will move toward a greater shared
understanding of the multi-dimensional and horizontal material that this course includes. Each day I may ask one or
more individuals to “open” the discussion with a summary of the key issues along with his or her analysis of those
issues. It is important that each of you be prepared to respond to the invitation to open discussion.
In the unlikely event that you are not prepared for class, then please let me know beforehand so that we might spare
both of us the embarrassment of my calling on you. You should be able to identify the key issues, problems and/or
opportunities discussed in the article or case, to articulate and evaluate alternate approaches or perspectives, and to
describe your view.
It is important to appreciate that every student is an important participant in the class discussion, and that it is equally
important that each of us listen carefully to one another and attempt to build on or constructively critique prior
comments. Please resist the temptation to jump to topics that are not specifically open for discussion. It is also
important to note that you are rewarded for your contribution, not just for your participation. Your contribution score
will be based on how much you contribute to the class’s learning, not just by how much you talk in class. Some of
the specific things that will have an impact on effective class participation and on which you will be evaluated
include:
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A willingness to take intellectual risks and to test new ideas, rather than contributing only “safe”
comments (e.g. repetition of facts from cases or readings without analysis or conclusions or repeating
comments that have already been made by someone else.)
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Contribution of points that are relevant to the discussion. Are they linked to comments of others and to the
themes that the class is exploring together?
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Do the comments add to our understanding of the situation? Are they incisive? Do they cut to the core of
the problem?
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
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Is there a willingness to challenge the ideas that are being expressed in a compelling and intellectually
sound manner?
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Does the participant integrate material from the past classes or the readings where appropriate? DO the
comments reflect cumulative learning over the course and the MBA curriculum, or does the participant
merely consider each case in isolation?
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Is theoretical material applied effectively and appropriately?
Finally, I understand that for some participating in class can be an intimidating experience initially, and I will try to
help you as much as I can.
Attendance: It is imperative that each of you arrives to class on time and fully prepared each day. While on time
attendance is crucial for ALL sessions, it is particularly import during sessions featuring Guest Lecturers,
therefore late arrival or unannounced and unapproved absence will not be tolerated. This course features
many guest lectures from senior and executive level professionals from leading firms who volunteer their
time, and in many cases, cover their own expenses for travel and accommodation to and from our class.
Therefore it is unacceptable unprofessional and disrespectful to take advantage of their time and contribution
by arriving late to their presentations.
Individual Projects: A document detailing the individual project assignments is attached at the end of this syllabus.
Group Project: A document detailing the group project will be distributed on the first day of class. The Group
Project is to be conducted in your assigned teams. The team deliverable will be a point presentation. Each team
member will be assigned the same marks. Following the delivery and presentation there will be a peer assessment
survey of individual contributions to team efforts. The outcome of the assessment can cause an individual’s score
to be raised or lowered. Group projects will be due 24 hrs. prior to the beginning of the class on the assigned dates.
Disability Policy: Students with disabilities or requiring special accommodations should work directly with The
Ohio State University Office of Disability Services (ODS). ODS is located in 150 Pomerene Hall. The ODS phone
number is (614) 292 - 3307.
Grade Appeal Policy: Grades on exams and assignments are intended to reflect the overall quality of performance
of the student(s). If you think your grade on an exam or assignment does not reflect the quality of your performance,
you may submit a clear, written explanation of your reasoning within one week following the return of your
assignment or test. The written document need not be long but it must clearly identify the problem or issue of
concern. I will carefully consider all such appeals. There will be no grading appeals after the one-week deadline
has expired.
VI. SEATING ARRANGEMENTS
Please sit in the same seat each day. This assists in the ability to keep track of class participation and facilitates
interaction amongst the class. Please select your preferred seat at the first session and will make a seating chart on
that day.
VII. OFFICE APPOINTMENTS
I will be available to discuss any concerns to you on an individual basis either after class or in my office. You may
arrange mutually agreeable time to meet by emailing me. So that I am prepared please specify in your email, the
general topic that you would like to discuss so that I may be prepared and so that we can maximize the effectiveness
of our meeting. Meetings are typically scheduled in 15-minute windows. If you believe you require more time,
please request a longer appointment.
NOTE: All readings, including text chapters, articles, and cases as well as assignments are to be submitted, and/or
read, studied, critically considered and completed PRIOR to the date and time listed in each week’s course
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
description. Assignments are to be submitted electronically to CARMEN no less than 24 hours prior to the
beginning of the class in which they are due..
The following schedule is intended to provide all pertinent dates and the timing of required assignments, tests, and
readings as well as the sessions featuring guest lecturers (dates subject to change).
To order the readings, cases and articles listed that are available from Harvard Business Online please follow the
directions provided below. All additional readings and chapters will be provided as handouts on the first day of class
unless otherwise noted as a free, online download. To order the cases and articles as electronic downloads click on
the link below to order the course materials:
http://cb.hbsp.harvard.edu/cb/access/11531526
If you have not registered with Harvard Business Online, you will be required to do so. This URL will provide you
with a list of required materials for use in this course.
Note that product formats may differ; some may require that a hard copy be shipped to you via airmail. Electronic
course materials are in PDF (Portable Document Format) and should be viewed with Adobe Reader, available free at
www.adobe.com. Students can access PDF files of course materials via a link on Harvard Business Online for six
months from the date of purchase.
You will have immediate access to the materials upon placing your order, for subsequent access, you must login to
http://harvardbusinessonline.org
I hope you find this a convenient way to access your course materials. For technical assistance, please view the
Quick Tips section or contact Harvard Business School Publishing at 1-800-810-8858 or 617-783-7700. They are
open 8am-6pm Eastern Standard Time. They can also be reached at techhelp@hbsp.harvard.edu
Additional Readings:
Please also download the following readings at no cost:
“Why $0.00 is the Future of Business”- Wired Magazine at:
http://www.wired.com/techbiz/it/magazine/16-03/ff_free
“How Apple Got Everything Right…” Wired Magazine at:
http://www.wired.com/techbiz/it/magazine/16-04/bz_apple
NOTE: additional reading packets will be handed out during the first week of class:
- Chapter excerpt from “The Rise of the Creative Class”
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
WEEK ONE: Defining Innovation
Section 1:
 Introductory lecture, team assignments and course
overview
Section 2:
 Game Changer – Chapter One
 The Innovator’s Dilemma – Clayton Christensen
WEEK TWO: Adapting & Applying Creativity
Section 3:
 Game Changer – Chapter Two
 Cradle to Grave Design at Herman Miller
 Rise of the Creative Class Chapter Four
Section 4:
 Guest Speaker: Gil Cloyd, former Chief
Technology Officer, Procter & Gamble and
former Chairman, Board of Trustees, The Ohio
State University
WEEK THREE: Consumer-Centricity
Section 5:
 Game Changer – Chapter Three
 Using Product Design Strategically to Create
Deeper Connections
 IDEO Product Development
 Individual Assignment due
Section 6:
 Guest Speaker: Urko Wood, Innovation and
Growth Strategy Advisor, Ohio Practice Lead,
Strategyn Consulting, Inc.
WEEK FOUR: Innovation Process
Section 7:
 Game Changer – Chapter Four
 Innovation Processes
 12 Different Ways for Companies to Innovate
Section 8:
 Guest Speaker: Christopher Celeste, Founder,
Playaway
WEEK FIVE; Applying Core Competencies
Section 9:
 Game Changer – Chapter Five
 (Product) RED (A)
 How to Use Theories of Disruptive Innovation to
Predict Industry Change
Section 10:
 Mid-Term Exam
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
WEEK SIX: Structure & Organization
Section 11:
 Game Changer – Chapters Six & Seven
 How Apple Got Everything Right By Doing
Everything Wrong
 Why $0.00 is the Future of Business
Section 12:
 Guest Speaker: Dr. Clay Marsh, MD, Sr Assoc
VP for Health Sciences Research; Vice Dean for
Research, and Professor of Internal Medicine,
The Ohio State University
WEEK SEVEN; Measurement & Scalability
Section 13:
 Game Changer – Chapter Eight
 Measuring and Managing the Innovation Strategy
 El Bulli: The Taste of Innovation
Section 14:
 Guest Speakers: Jeni Britton Bauer – Founder and
John Lowe, CEO –Jeni’s Splendid Ice Cream
WEEK EIGHT: Multi-Disciplinary Collaboration
Section 15:
 Game Changer – Chapter Nine
 Innocentive.com
Section 16:
 Guest Speaker: Dr. Nita Rollins, Futurist,
Resource Interactive
WEEK NINE: Culture
Section 17:
 Google, Inc.
 An Inside View of IBM’s Innovation Jam
Section 18:
 Guest Speaker: Brian Cummings, VP Tech
Commercialization, The Ohio State University
WEEK TEN: Leadership
Section 19:
 Team Assignment Presentations
Section 20:
 Game Changer – Chapter Ten
 Creative Leadership – Be Your Team’s Chief
Innovation Officer
Key:
Red: Chapter of Course Text
Green: Readings and Cases
Blue: Guest Speakers
Orange: Mid-Term Exam
Yellow: Assignment Due
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
VIII. Calendar (Combined Readings, Lecture Notes, Speakers, Assignments, Tests & Dates)
WEEK ONE: INTRODUCTION TO INNOVATION - A“Grey” Science & Art
SECTION 1
DEFINING INNOVATION – What Does “IT” Mean? (Focus: Process/Hard-lines Innovation)
A.) LOGISTICS: Getting started
- COURSE OVERVIEW
- SCHEDULE
- EXPECTATIONS
- SEATING
- TEAM SELECTION – GROUP ASSIGNMENT
B.) LECTURE #1 INTRODUCTION TO INNOVATION – A Working Definition
& Course Overview - Laying the Foundation & Establishing the Fundamentals of
Innovation: An overview of the history of product and service development, and the role
“Ideation”, “Invention”, “Ingenuity” and “Innovation” have played in business over the preceding
century. The implications and effects that Wall Street and financial markets, as well as the science
of continuous improvement and operational excellence (e.g. Six Sigma/LEAN), has had on
innovative business strategies and tactics and its impact on the culture of Innovation within the
overarching business world. This course is a primer regarding the roots of modern day innovation
process and the similarities and differences between traditional Research & Development Process.
The lecture will provide a working, academic definition of the term Innovation and the specific
skills, characteristics, capabilities and talents necessary to enact, and participate in, innovative
concept, product, service and process development. Session 1 dissects the different types and
levels of innovation as well as the emerging team structures and the complexion of these teams
with a cross-section of corporations. Finally, the initial lecture introduces the theme of consumercentricity and the changing role of the consumer in the purchase process as the major impetus and
re-occurring theme of the course.
SECTION 2
A.) LECTURE #2 & CRITICAL DISCUSSION (Focus: CPG Innovation) An analysis of the
types and levels of Innovation as well as a “straw-man” of a proprietary innovation process will be
reviewed. Session 2 will also include in-depth, critical discussion of the implications “The
Innovator’s Dilemma” and the initial chapter of “The Game Changer” as well as learning from
the “What’s the Big Idea” case study.
B.) TEXT – GAME CHANGER - CHAPTER ONE: “How and Why Innovation at Procter &
Gamble Changed Its Game”
C.) CASE/ARTICLE/READING #1: “The Innovator’s Dilemma” – Clayton Christensen –
Introduction: “Why Companies Need to Understand and Manage the Forces of Disruptive
Innovation” Harvard Business Chapter Product# 1713bc. Published: 6/11/97. 21 pages
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
WEEK TWO: ADAPTING & APPLYING CREATIVITY & DESIGN
SECTION 3
ADAPTING & APPLYING CREATIVITY & DESIGN (Focus: FMCG & Environmental Sustainability)
A.) LECTURE #3: Clearing Our Minds & Thinking Differently - The Established Role of
Creativity & Design in Business - a discussion, brainstorm and critical analysis of the importance
of thinking and acting differently in order to facilitate and receive innovation, including an
introduction to the concept of “additive thinking” and ambidexterity. This lecture will emphasize
viewing business challenges from a different perspective. Lecture 2 will focus on the creative
process based on Gestalt Theory and Bauhaus-based design process and “design thinking”. We
will discover why and how concepts and approaches like intuition, holistic thinking, cyclicality,
collaboration, multi-disciplinary involvement and agnostic mindsets must blend with more
traditional, rigorous and quantifiable business approaches and methods in order to encourage and
create opportunities for innovation to prosper inside a firm. Lecture 2 will also present a top-line
methodology for conducting and participating in brainstorm sessions. Section 4 will also include
critical discussion of the Herman Miller, “Cradle to Cradle” case, the chapter excerpt from “The
Rise of the Creative Class” and chapter two: “Innovation Transformation” from “Game
Changer”. Section 4 will illustrate why being “creative” is not synonymous with being “artistic”,
and that like linear logic, creative thinking can be taught, learned and practiced by all people in
business. As we’ll learn in this section, it’s all about “perspective”.
B.) TEXT - GAME CHANGER – CHAPTER TWO: “P&G’s Innovation Transformation”
C.) CASE/ARTICLE/READING #2: “Cradle to Grave Design at Herman Miller: “Moving
Toward Environmental Sustainability”. Harvard Business Case # 607003. Date: 5.30.08. Authors:
Deishin, Lionel Bony. Discipline: Operations Management. 21 pages.
D.) CASE/ARTICLE/READING #3: “The Rise of the Creative Class” Chapter Four: “The
Creative Class” (pages 67 – 84). Author: Richard Florida. 17 pages. HANDOUT
SECTION 4
A.) GUEST LECTURER #1: “Innovation as a Corporation’s Core Competency - From R&D
to Consumer –centered Discovery” - Gil Cloyd, Former Chief Technology Officer, Procter &
Gamble and Former Chairman, Board of Trustees, The Ohio State University
WEEK THREE: CONSUMER –CENTRICITY
SECTION 5
A.) LECTURE #4: STARTING WITH THE CONSUMER– HOLISTIC, PERSON
FOCUSED INNOVATION: Giving Birth to New Ideas, One Person at a Time (Hard-line
Product Innovation) - Week three will isolate and emphasize the importance of focusing first
and foremost on the target consumer in order to create true consumer - centric innovation. We will
discuss specific processes and research methodologies for consumer immersion and review how
product design in particular is a great example of how businesses combine creativity and
consumer-centricity in order to establish stronger and longer-lasting relationships. Forming
emotionally compelling relationships is the key to innovation process through the embracement of
multi-layered interaction with the end user. The concept of co-creation and the “pro-sumer” will
be introduced in this session, as will Pepper and Roger’s philosophy of 1:1 marketing. This class
section will also
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
include critical discussion of Chapter Three of the Game Changer, the IDEO case study and the
article “Using Product Design Strategically to Create Deeper Connections”.
B.) INDIVIDUAL ASSIGNMENT DUE: Product Innovation
C.) TEXT – GAME CHANGER – CHAPTER THREE: “The Customer is Boss”
D.) CASE/ARTICLE/READING #4: “IDEO Product Development” – Harvard Business Case #
600143. Author: Stephan Thomke. Revised 4.26.07 Date: 6.22.2000. Discipline: Operations
Management 21 pages.
E.) CASE/ARTICLE/READING #5: “Using Product Design Strategically to Create Deeper
Consumer Connections – Harvard Business Article. Product and Reprint # BH 296 Authors:
Charles Noble, Minu Kumar. Date: Discipline: 10.15.08 Marketing 10 pages.
SECTION 6
A.) GUEST LECTURER #2: “Outcome Driven Innovation - Understanding The Jobs
Customers Want to Get Done ”: Urquhart (Urko) Wood, Innovation and Growth Strategy
Advisor, Ohio Practice Lead Strategyn Consulting, Inc.
WEEK FOUR: INNOVATION PROCESS
SECTION 7
INNOVATION PROCESS - Scalable & Repeatable Methods for Institution & Deployment (Focus:
Food Service Innovation)
A.) LECTURE #5: Process - the Key to Enacting Effective and Transformative Discovery &
Change - in Lecture 4 we will review various processes created by a cross section of experts and
agencies. Common to the majority of these processes is the placing of the end-user, consumer
and/or customer at the center of the approach – from beginning to end. Together, we will discover
that this integration and the cyclical nature of the process serve as the roadmap for a journey
involving multiple disciplines and heterogeneous participants. Critical discussion of
Chapter four of “The Game Changer” and the “Innovation Processes” reading will serve as
background and evidence for this approach. Finally, we will begin to apply these principles via the
“Innovation Radar” framework to the challenge of determining areas of focus for ideation and
exploration.
B.) TEXT - THE GAME CHANGER - CHAPTER FOUR: “Where to Play – How to Win”
C.) CASE/ARTICLE/READING #6: “Innovation Processes” – Harvard Business School Press,
Book Excerpt from “Strategy Maps: Converting Intangible Assets Into Tangible Outcomes” by
Robert S. Kaplan and David Norton. Product #1579BC. Authors: Robert Kaplan, David Norton.
Date:12.16.03. Discipline: Competitive strategy. 29 pages.
D.) CASE/ARTICLE/READING #7: “12 Different Ways for Companies to Innovate” Harvard
Business Press Article Reprint # SMR207 from MIT Sloan Management Review Date: 4.1.06.
Authors: Mohanir Sawhney, Robert Wolcott and Inigo Arroniz. 6 pages.
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BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
SECTION 8
A.) GUEST LECTURER #3: Christopher Celeste , Founder Playaway
WEEK FIVE: APPLYING CORE COMPETENCIES
SECTION 9
OVERLAYING CORE COMPETENCIES
(NFP) Innovation)
(Focus: Consumer Electronics & Philanthropic Service
A.) LECTURE #6: What “We Do” Matters…Just Not s Much as What “They Want” –
reconciling two competing factors and making a case for innovation as a sustainable point of
differentiation - while the end consumer, or more plainly stated – the person who purchases and
consumes or uses the new product or service, is the starting point and focus of innovation
development, the core competencies of a given company still play a significant, if different role in
their creation. This lecture will address the “new” role that core competencies and brand attributes
play in establishing a direction for innovation based initiatives. Critical discussion of these issues,
as described within Chapter Five of “The Game Changer” and the “Product Red” case will take
place in this session as well as a review of the case: “How to Use Disruptive Innovation”.
B.) TEXT – THE GAME CHANGER – CHAPTER FIVE: “Leveraging What You Do Best”
C.) CASE/ARTICLE/READING #11: “(Product) Red (A)” – Harvard Case #509013. Authors:
Youngme Moon, Michael Norton, David Chen. Date: 7.12.08 Discipline: Marketing. 17 pages.
D.) CASE/ARTICLE/READING #12: “How to Use Theories of Disruptive Innovation to
Predict Industry Change” – Chapter Excerpt from: “Seeing What’s Next: Using Theories of
Disruptive Innovation to Predict Industry Change” - Harvard Business School Press Reprint
Product # 1742BC. Authors: Clayton Christensen, Scott Anthony, Erik Roth. Discipline:
Competitive Strategy. 29 pages
SECTION 10
A.) MID-TERM EXAM – The exam is worth 90 points and 30% of the final grade. The exam is
comprised of responses to five short essay questions each worth a maximum total of 9 points for a total
of 45 points which and then doubled. The exam is open book and open note and shall be completed inclass and written in longhand form, but not typed on your computers. The grading criteria for each of
the five questions shall be as follows:
 Compelling nature of your perspective and defense of position (2 possible points per)
 Quality of recommendations and accuracy of response (2 possible points per question)
 Practicality and potential impact (2 possible points per question)
 Reference to, and explanation of, specific metrics and/or description of theories or
frameworks as validation of your perspective (2 possible points per question)
 Effective reference of experts and/or corporate examples (1 possible point per question)
11
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
WEEK SIX: STRUCTURE & ORGANIZATION:
SECTION 11
ORGANIZATIONAL STRUCTURES THAT FACILITATE INNOVATION & THE ROLE OF
INNOVATION IN SERVICES INDUSTRIES
A.) LECTURE # 7: How We Work is as Important as Why - while there are three basic types
of organizational structures that enable and promote innovation, there are also three other inputs
which impact its development. In Week 6 we will see how the consumer, third party partners, and
financial organizations all impact the configuration of innovation teams and the innovative
companies that they support. Traditionally organized companies are rethinking their vertical
integration and tearing down the silos between divisions in order to create more dynamic and
“open” cultures, physical facilities and structures in order to capture opportunities to win. But how
much change is too much? Is there such a thing as too much innovation? Does one size or
approach fit all types of organizations? Following the lecture, we will critically discuss all of these
issues as outlined in Chapters Six and Seven of “The Game Changer” and the Wired Articles –
“How Apple Got Everything Right…” and “Why $0.00 is the Future of Business”.
B.) TEXT – THE GAME CHANGER – CHAPTER SIX & SEVEN: “Organizing for
Innovation – Building Enabling Structures and Integrating Innovation Into Your Routine”- “
From Generating Ideas to Go to Market Strategy”
C.) ARTICLE/CASE/READING #13: “PRINT OUT” – “How Apple Got Everything Right
By Doing Everything Wrong”. Wired Magazine Cover Story Issue # 16.04 Date3.18.08 Author:
Leander Kahney
D.) ARTICLE/CASE/READING #14: “PRINT OUT” –“Why $0.00 is The Future of
Business”. Wired Magazine Cover Story. Author: Anderson
SECTION 12
A.) GUEST LECTURER #4: MEDICAL INNOVATION - “BLENDING ART & SCIENCE - INNOVATION IN HEALTHCARE” –Dr. Clay March, MD, Senior Associate Vice President
for Health Sciences Research; Vice Dean for Research and Professor of Internal Medicine, College
of Medicine; Executive Director of the Center for Personalized Health; Director of the Center for
Critical Care and Respiratory Medicine, The Ohio State University.
12
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
WEEK SEVEN: MEASUREMENT & SCALABILITY – Risk Management & Assessment
SECTION 13
Risk Management & Measurement
A.) LECTURE #8: Rigorous Validation & Valuation Innovation – As Einstein said, “not
everything that counts can be measured. Not everything that is measured can be counted.” While
the art of innovation is fluid, the science of innovation is NOT immeasurable. Determining the cost
of innovation based initiatives and its return on investment is critical to embracement by
management and shareholders alike. Pre, inter, and post analysis is crucial to the perfection and
effective execution of innovation. But as the quote implies, knowing what to measure and what to
count is key to such evaluation and its risks and benefits are both tangible and intangible. Risk
management is vital to the ongoing success of innovation platforms and knowing what to count,
and how to count it, counts, as is a common and quantifiable definition of value.
Operational excellence is not the enemy of Innovation, but instead poor planning and lack of
strategic rigor. In Section 13/lecture 7 in the series will present both the measurable science and
the un-measurable art of innovation and how they can coexist in harmony to create “elegant
solutions” that all stakeholders can embrace, no matter their individual pre-disposition. We will
also discuss the value of “failure” and how to protect and even encourage it while simultaneously
limiting its risk to the organization. In addition to a review of chapter eight of “The Game
Changer” we will discuss the case: “Measuring and Managing the Innovation Strategy…” to
determine what, in the most intangible of categories, can be “counted”.
B.) TEXT -“THE GAME CHANGER” – CHAPTER EIGHT: “Managing Risk of Innovation”
C.) CASE/ARTICLE/READING #15: “Measuring and Managing the Innovation Strategy
with an Innovation BSC” –Harvard Business Article. Product # B0707A. Authors: Holger
Koehler, Scott MacGillivray. Discipline: Balanced Scorecard Discipline: Competitive Strategy.
Date 7.15.07. 6 pages.
D.) CASE/ARTICLE/READING #16: “El Bulli: The Taste of Innovation” - Harvard Business
School Case # 509015 (Entrepreneurship) – The creative application of gastronomy to new
business concepts. Authors: Michael Norton, Julian Villanueva, Luc Watghieu Date: 7.30.08
Discipline: Marketing. 21 pages.
SECTION 14
A.) GUEST LECTURER #5: “From Cow to Cone - Local Food Movements and the Reimagining an American Staple or When Business Meets Art”, Jeni Britton, President & Founder
and John Lowe, CEO, Jeni’s Splendid Ice Creams.
WEEK EIGHT: MULTI-DISCIPLINARY COLLABORATION
SECTION 15
INTER-DISCIPLINARY COLLABORATION – Different Rules - Different Teammates (Focus:
Online Innovation)
A.) LECTURE #9: Exercising New Muscles – to some, collaboration sounds fun, while to
others, it is akin to a visit to the dentist! Modern business structures and processes have, for
decades, encouraged silo-based expertise, keeping “like” disciplines and personalities together,
13
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
favoring a “baton hand-off” approach to team-based work. Innovation process however requires
an entirely different set of skills not commonly taught to, or possessed by, “business” people. In
lecture 8 we will discuss the foundations and tenants of successful collaboration borne of mutual
respect, generative skills and common goal setting and incentive alignment. In today’s
marketplace introverts and extroverts alike are required to successfully work in collaborative
styles. Gatekeepers of legal compliance and finance are no longer the gatekeepers to “go/no go”
decisions, but instead are equally responsible for achieving the goals of the initiative.
Understanding and applying these tenants is of equal importance regardless of a person’s role or
rank. Chapter Nine of “The Game Changer” and the “Innovcentive.com” case provide insight into
how to develop these skills and how to enact changes to the culture, physical environment,
communication processes and compensatory incentives to encourage and facilitate - the second
most vital ingredient to successful innovation.
B.) TEXT – “THE GAME CHANGER” – CHAPTER NINE: “Innovation is a Team Sport - A
Courageous & Connected Culture”
C.) ARTICLE/CASE/READING #17: “Innocentive.com (A)”– Harvard Business Case # 608170
Date: 6/10/08 (OB & Leadership) Authors: Karim Lakhani, Discipline: Organizational Behavior
& Leadership. 22pages.
SECTION 16
A.) GUEST LECTURER #6: “Digital Innovation & The role of Future Foresights” - Dr. Nita
Rollins - Futurist, co-author, “The Open Brand” Futurist, Director, Resource Labs, Resource
Interactive www.resource.com
WEEK NINE: PUTTING IT ALL TOGETHER – CULTURE
SECTION 17
A.) LECTURE #10: Putting Theory Into Practice – Over the preceding eight weeks, we have
discussed how creative thinking, consumer-centricity, process, core competencies, organizational
structures, human resource policy, measurement and collaborative skills all play an important role
in the successful facilitation and execution of innovation. The lecture portion of session 17 will
review three “best –in-breed”, but diverse organization’s approaches to innovation. P&G, Herman
Miller and Google, while wildly different in corporate temperament, positioning and purpose, are
widely recognized as innovation leaders. All three have boldly defined (and in at least one case,
re-defined) their businesses as being first, and foremost about innovation. Critical discussion and
dissection of the “Google, Inc.” case and the “…Inside View OF IBM’S ‘INNOVATION JAM’”
will serve as the basis of our discussion concerning innovation facilitation along with multiple
examples of similarly innovative businesses.
B.) CASE/ARTICLE/READING #19: “Google Inc.” - Harvard Business School
806105. Authors: Kerry Herman, Thomas Eisenmann. Date: 11/9/06. 33 pages.
Case #
C.) CASE/ARTICLE/READING # 20: “An Inside View of IBM’s ‘Innovation Jam’. Harvard
Business Case. Product #: SMR291. Date: 10/01/08. 11 pages.
14
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
SECTION 18
A.) GUEST LECTURER #7: Brian Cummings, VP Tech Commercialization, The Ohio State University
WEEK TEN: GROWTH THROUGH LEADERSHIP
SECTION 19
GROUP /TEAM PROJECT PRESENTATIONS
SECTION 20
LAST DAY OF CLASS: THE FINAL INGREDIENT: YOU
A.) LECTURE #11: Visionary Leadership & Support –a company’s inability to innovate is
often caused by a severe lack of leadership. Because innovation is commonly misunderstood and
mistakenly perceived as either “unmanageably magical” or conversely, merely a new fangled
expression for “traditional R&D”, corporate leaders pay lip service while myopically enacting the
operational focus they understand. As we have seen over the preceding nine weeks however, rapid,
seismic, disruptive and paradigm shifting changes in the marketplace have conspired to make
constant innovation an important and required aspect of modern business. In our final lecture and
discussion, we will review the lessons from the final chapter of “The Game Changer” and from
two articles – one describing the role of an emerging title: Chief Innovation Officer, and the other
predicting even more radical change coming to the marketplace and thereby underscoring the
urgency of the deployment of sophisticated innovation process across industries. In our final
critical discussion we will debate which industries are most in need of innovation and proscribe an
“cure to what ails” these sectors and the companies within them.
A.) TEXT - “THE GAME CHANGER” - CHAPTER TEN: “The New Job of the Leader –
Innovation & Growth” & Conclusion – “How Jeff Imelt Made Innovation a Way of Life at GE.
B.) CASE/ARTICLE/READING #21: “Creative Leadership - Be Your Team’s Chief
Innovation Officer” – Harvard Management Update Article Reprint # U0703A. Author: Judith
Ross. Date 3.1.07. 4 pages.
15
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
ASSIGNMENT INSTRUCTIONS:
INSTRUCTIONS: INDIVIDUAL ASSIGNMENT - Product Innovation: Utilizing the learning from the course
thus far, research, identify and document a unique and compelling example of an incremental or transitional
(substantial) PRODUCT innovation currently in the marketplace. Justify and critically rationalize your selection of
this innovation based upon the compelling nature of the final solution marketed and offered to consumers and its
relative success in the marketplace. Submissions will be assessed based on the relative level of change that the
innovation brought to the A.) Marketplace, B.) Consumer or customer’s lives, and C.) Sustainable competitive
differentiation that the new product provided the company. The creative process, team structure, level of emotional
engagement derived from its use and/or the level of consumer-centricity deployed in the product development and
launch can be utilized as the basis of your argument in order to successfully defend your selection (see
recommended template at the end of this syllabus – a formal template will be provided on the first day of class).
Examples already presented in the text, articles or cases that we have either already read, or by companies or products
whose titles are in the case studies or articles that we will be reading in the course will not be deemed acceptable for
submission. Additionally, this being a course on innovation, submissions can be as creative as you like, and creativity
is encouraged. In order to assemble a “working library” of corporate innovations and in order to fairly and
consistently assess and evaluate performance on the assignment, some consistent standards are required. Therefore
each submission must not exceed 15 power-point (or equivalent) slides. Photos of the product as well as any
preceding or competing products may be included in order to communicate the case. Any other photos, or logos that
you consider compelling and supportive of the case may also be used. Finally, assignments must be submitted in
electronic form.
Please be prepared to discuss and defend your selection with the class. For the purposes of this assignment, any
tangible product, currently in production, in any global market may be cited.
MINIMUM REQUIREMENTS:
1.) Overview: Description of company and the specific product that you are profiling including financials. (can
include logos, parent company, images of products, services, processes, concepts, etc.) (2 pts. maximum)
2.) Product showcased
3.) Rationale: overarching description of what makes this selection an excellent example of a incremental or
transitional product innovation including but not limited to (25 of 30 point total) :

CURRENT STATE – financial results (market-share growth, sales, etc) and current performance of
products or services, leadership philosophy, etc. (5 pts. maximum)

FACILITATED CHANGE - which the innovation brought to the organization and to the marketplace
(5 pts. maximum).

CONSUMER BENEFITS - the emotional and rational benefits and increases in affinity & loyalty (5
pts. maximum)

SUSTAINABLE POINTS OF COMPETITVE DIFFERENTIATION (5 pts. maximum)

CREATION PROCESS – type team structure, org. structure, degree of consumer-centricity, etc that
the organization pursued with regard to new development of the product (5 pts. maximum).
4.) Summation – other interesting points or perspectives on product (2 pts. Max.)
5.) Details – company size, annual revenues, number of employees, location of headquarters, etc. (1pts. Max.)
16
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
GROUP /TEAM PROJECT ASSIGNMENT/PRESENTATIONS
Working as a team of 5, and utilizing learning from the course thus far, research, identify and develop a final
presentation AND formal deliverable detailing the most optimal example of a major brand and company
of any type, and from any industry vertical that is, in your opinion most in need of deploying innovation
process and practice in the development of new products or services. Describe how the selected
company could and should employ innovation processes and practices in order to remain relevant and
to ensure the long - term viability of the organization. Conduct secondary research into the company’s
structure, leadership, culture and operations. Review and ultimately cite published accounts of the
organization’s approach to product or service development, analysts reports and/or other published opinions
and perspectives regarding the competitive nature of the organization’s offer, it’s strengths, weaknesses and
relative need for top-line growth and value creation. Utilizing frameworks, models and philosophies from
the course explain how the company and business you selected, could leverage these theories and tools in
order to more successfully grow their top-line and in the process create value for shareholders and
consumers/customers though new concept development and IP. Utilize the same format and template as
described for the individual assignments. Presentations should include at a minimum:
INTRODUCTION
RATONALE - including but not limited to:
- CURRENT STATE – financial results (market-share growth, sales, etc) and current performance
of products or services, leadership philosophy, finances, etc.
- FACILITATED CHANGE - which innovation could bring to the organization including
description of what type of development you believe the company needs to remain relevant
and viable both in the short and long-term.
- CONSUMER BENEFITS –potential emotional and rational benefits and increases in affinity
& loyalty
- SUSTAINABLE POINTS OF COMPETITVE DIFFERENTIATION - how to leverage the
selected company’s brand positioning and market perception to capitalize on these attributes to further
their lead, disrupt the market and/or compensate for recently poor performance.
- CREATION PROCESS – type recommended team structure, org. structure, degree of consumercentricity, etc that you would recommend for the organization to pursue with regard to new
development
SUMMATION: other interesting points or perspectives on the product or service direction you would
recommend.
INSTRUCTIONS: Assignments must be in power point format (or equivalent). Team submissions must
NOT exceed 25 slides and should as best as possible convincingly address all aspects of:
- WHY this organization is in need of increased competency in innovation
- HOW specifically the organization can infuse innovation processes and practices
- WHAT are the key product, service or process areas or dimensions upon which the organization should innovation
Each team will present its assignment and will be strictly limited to (ten) 10 minutes, followed by a five minute
Q&A period. The instructor and each student will rate your presentation and evaluate the quality of your submission.
A scorecard/evaluation form is supplied at the end of this syllabus.
17
BUS M&L 855
INNOVATION PRACTICE
THEORY, PROCESS & APPLICATION
Instructor: Michael Bills
Fisher College of Business
The Ohio State University
Team Assignment Evaluation Form:
Numeric scores ranked from 1-5 (5 being the highest, 3 - average and 1 being weak) for each item.
The following scores represent responses to the overall quality and content of the team assignments, as scored by each
individual student or instructor.
Innovation:
Team #/Name:
Team Members:
Qlty. (1-5)
1.) Overall Quality of Presentation:
______
2.) Overall Quality of Case: rational, logic, originality, insight.
______
3.) Financial - viability & analysis of value.
______
4.) Consumer Resonance – consumer-centricity, emotional and rational resonance.
______
5.) Sustainable, Competitive Point(s) of Differentiation
______
6.) Impact on Marketplace – game changer?
______
7.) Societal Impact – effect of and on society , change to culture
______
8.) Demonstration of knowledge of, and utilization of “innovation principles”
in defense of case and argument.
______
9.) Strength of Q&A
______
TOTAL SCORE (45 maximum):
______
Comments:____________________________________________________________________________ _
_______________________________________________________________________________________
_________________________________________________________________________________ ______
18