This course encompasses case method discussions which provide insights in forming answers to questions such as; Why do companies pursue innovation? What type of innovation are they going after? How does it matter to business? Why would strategy be critical to innovation? What are the drivers for innovation?
Innovation is much more than about technology, which covers business model, customer experience and workstyle innovations. This course pays particular attention to innovations found in industries related to science and technology, a la disruptive innovation - with case analysis extending to various angles; corporate strategy, company culture, leadership behaviors, teaming, talent management, R&D portfolio control and collaborative work.
When breaking down the course theme into three elements, (1)Driving force, (2)Strategy and (3) Innovation, companies face decision making crossroads at each. Driving force comprises topics of discipline vs creativity, entrepreneurship vs corporate culture, experimental vs proven. Strategy carries out controversies of balancing short term and long term results, company culture alignment, organizational change, and human resource evaluation. Innovation incorporates considerations on issues such as insource vs outsource , ambiguity vs clarity, and bottom up vs top down.
Through a wide array of discussion, the course intends to observe the social and economic impact of driving strategic technological innovations.

*本学の教育ミッションを具現化する形で設定されています。

Through case method discussion and with your active involvement, the course is designed to hand over 'thinking tools' when driving strategic innovation. The course intends you to be ready for shaping strategies that answer basic questions of why, what and how - Why do we need innovation? What do we need to do? and How are we going to make it happen?
A set of insights which you take away from the classroom, we hope, becomes an armour of thoughts in constructing coherent narratives for driving strategic innovation - narratives of which will be shared among your colleagues and team members.

教育手法 Teaching Method		% of Course Time
インプット型 Traditional		5 %
参加者中心型 Participant-Centered Learning	ケースメソッド Case Method	95 %
	フィールドメソッド Field Method	0 %
合計 Total		100 %

Participants will leave this program armed with the knowledge of how to influence corporate culture, alter the way their organization responds to the challenge of innovation. This intensive case discussion learning experience will deliver multi-faceted insights which help leaders to:
- face technology challenges, from R&D to manufacturing, project management to engineering
- linking R&D portfolio decisions with business strategy
- Understand how technologies and markets evolve and how they are linked
( The course does not hesitate to discuss technology matters when necessary. )

Case Analysis Reports
The course requires to write ( a maximum of 1 page ) case analysis for one of the questions in each case.
They will be collected before each session and the 4 reports will consist 30% of the final grade.

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。

講師用内規準拠 Method of Assessment	Weights
コールドコール Cold Call	10 %
授業内での挙手発言 Class Contribution	60 %
クラス貢献度合計 Class Contribution Total	70 %
予習レポート Preparation Report	30 %
小テスト Quizzes / Tests	0 %
シミュレーション成績 Simulation	0 %
ケース試験 Case Exam	0 %
最終レポート Final Report	0 %
期末試験 Final Exam	0 %
参加者による相互評価 Peer Assessment	0 %
合計 Total	100 %

評価の留意事項　Notes on Evaluation Criteria

• Chade-Meng-Tan「Search Inside Yourself」Harper One（2014）978006211693-2

Innovator's Dilemma -When New Technologies Cause Great Firms to Fail
by Clayton M. Christensen

Reinventing Organizations
by Frederic Laloux

This is a new course