Faculty of Engineering
Office of Professional Engineering & Executive Education (OPE3)
of the Institute for Engineering Leadership
Innovation Management
This course will equip those involved in the creation, application or management of R&D output with a foundation of the
fundamentals of innovation management. Covering areas such as organising for innovation, creating value from innovative
output and intellectual property (IP) management, it provides a unique opportunity to obtain insight into the innovation
process in order to realize strategic & business goals and to derive real value from innovation. The unique opportunities and
challenges of managing innovation in emerging markets will also be addressed.
Instructor:
Professor Hang Chang Chieh
Head, Division of Engineering and Technology Management
User-Centered Engineering
User-centric (UC) Engineering focuses on what people can do with a product (or service), how people interact with it, and the
value it brings to the people using it. The UC Engineering process is guided by in depth knowledge of how people live, work,
and play in different social-economic settings. This provides for better engagement with the target customers and early
identification of new opportunities. This course aims to provide participants with user-centred engineering techniques and
skills that would help them increase the speed and effectiveness for creating new solutions.
Instructor:
Dr. Tham Ming Po, Professor (Practice)
Division of Engineering and Technology Management
Effective Product Development
Companies live or die by their ability to successfully introduce new products into the market place. It is well documented that
companies that pay attention to the process of new product introduction have a much greater chance of succeeding in new
product launches. Engineering often plays a critical role in product development, but successful launches are quite
interdisciplinary. Participants will gain hands-on knowledge of market and customer development, design and prototyping,
creating and protecting intellectual property, developing a business case and initiating a manufacturing and supply chain plan.
The course will acquaint participants with the theory and practice of New Product Development and New Product
Introduction (NPI) methods and will cover NPI systems. lean NPI, disruptive innovation and portfolio management skills.
Insight is provided as to how one can influence multidisciplinary teams with engineering best practices and design thinking
for NPI. The participant will emerge from the course with a tool set and greater appreciation for how one can launch timely
and profitable new products, whether they are from a large corporation or small start-up.
Instructor:
Dr. James R. White, Adjunct Professor
Division of Engineering and Technology Management
Marketing of Technology Products
Thriving in the high-tech marketplaces requires mastery of a diverse set of skills and capabilities. This course has been
developed to equip participants with the knowledge and skills to assume marketing responsibilities in technology
organisations. With the practical knowledge and skills on the marketing of technology products and innovations, participants
can then craft out value added strategies to support their organisation’s marketing activities. The course adopts an intensive
team based hands on approach incorporating cases studies, group discussions, role-plays as well as the preparation of a
product marketing plan and presentation on the last day. It will be useful for the participants to have some knowledge of
business or marketing gained in previous study or through work experience.
Instructor:
Andrew Ng Choon Teck, Adjunct Associate Professor
Division of Engineering and Technology Management
1
Faculty of Engineering
Office of Professional Engineering & Executive Education (OPE3)
of the Institute for Engineering Leadership
Open Innovation
This course will help participants to integrate their knowledge about strategic management entrepreneurship, and innovation
management and it provides new ways of thinking that will lead to the creation of highly differentiated strategies and business
models. More specifically, the course focuses on open innovation to particular cases in large companies, the strength and
weaknesses of open innovation strategies, and the organisation and implementation of open innovation practices. The course
is highly practical based on several in-depth cases of (large and small) companies and knowledge institutes that established
best practices in becoming a preferred innovation partner. Topics explored include the link between corporate / business
strategy and open innovation, IP-issues, the use of crowds, intermediaries and open innovation service companies, the design
and implementation of the collaboration between partners or ecosystems or partners. The course can be customised to focus
on large manufacturing firms, research institutes, service companies, high-tech start-ups or even SMEs in traditional
industries.
Instructor:
Wim Vanhaverbeke, Visiting Professor
Division of Engineering and Technology Management
Venture Creation
This course aims to provide a hands-on introduction to the scalable venture management for participants with a strong interest
in scalable or high growth entrepreneurship. Participants will be exposed to the following areas:(a)
(b)
(c)
(d)
(e)
(f)
(g)
From technology to market
Competitive strategy for technology based ventures
Go-to-Market strategy
Understanding the funding process for new ventures
Understanding the Singapore venture ecosystem
Creating a fundable pitch deck
How to pitch to investors/sponsors
Instructor:
Dr. Virginia Cha, Chief, Research Parctice
Institute for Systems Science
Game-Changing by Disrupting Strategically:
Disrupting strategically to find new growth opportunities
In the mid 1990’s, Clayton M. Christensen first coined the term “Disruptive Technologies” and subsequently “Disruptive
Innovations”. Since then, business gurus have explored business and technological innovations that have unexpectedly
created new markets or value networks. Hindsight is always 20-20. Mere understanding of the effects of disruptive
innovations in other companies does not provide you with the know-how and skills to identify plan for or apply such gamechanging innovations in your own organisation’s business strategies. This course provides far-sighted executives with a
foundation of the concepts first outlined by Christensen and explores various models and strategies to seize new opportunities
for your organisation (the elusive “white space”). One of the things that we will explore is how Singapore’s unique
geographical and economic positioning, organisations can set themselves to first launch into emerging markets then extend
into the developed markets.
Instructor:
Professor Hang Chang Chieh
Head, Division of Engineering and Technology Management
2
Faculty of Engineering
Office of Professional Engineering & Executive Education (OPE3)
of the Institute for Engineering Leadership
Global Business Development for Engineering & Technology Companies
Business in a highly-interlinked world means that enterprises cannot plan growth strategies only with the narrow world view.
Unless enterprises intend to remain highly localized, such strategies are bound to fail. Enterprises must be aware of and
understand the impact of the ever-changing global landscape and market forces on their strategies before launching into new
markets. How can enterprises plan for such an entry? In this course, managers dealing with cross-border projects and plans
will delve into the diverse issues needed for successful entry & growth across markets
Instructor:
Andrew Ng Choon Teck, Adjunct Associate Professor
Division of Engineering and Technology Management
3