シラバス Syllabus

授業名 Driving Strategic Innovation
Course Title Driving Strategic Innovation
担当教員 Instructor Name 内古閑 宏(Hiroshi Uchikoga)
コード Couse Code NUC422_N20A
授業形態 Class Type 講義 Regular course
授業形式 Class Format
単位 Credits 2
言語 Language EN
科目区分 Course Category
学位 Degree BBA
開講情報 Terms / Location 2020 UG Nisshin Spring Intensive

授業の概要 Course Overview

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.

本授業の該当ラーニングゴール Learning Goals


LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication

受講後得られる具体的スキルや知識 Learning Outcomes

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.

SDGsとの関連性 Relevance to Sustainable Development Goals

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 10 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 90 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

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 one page case analysis for Case #2 in each session.
They will be collected before each session and the 4 reports will consist 40% of the final grade.

授業スケジュール Course Schedule


Session #1
Session Focus: Collaborative Research Ecosystem / R&D Project Selection and Portfolio Management

Case 1: D-Wave Systems: Building a Quantum Computer
Case 2: Vertex Pharmaceuticals: R&D Portfolio Management (A)(B)


Session #2
Session Focus: New Approaches to Product Development / Building a New Platform

Case 1: Phase Zero: Introducing New Services at IDEO (A) (B)
Case 2: Numenta: Inventing and (or) Commercializing AI


Session #3
Session Focus: Knowledge Management / Innovation and Searching Inside Yourself

Case 1: Transferring Knowledge Between Projects at NASA JPL
Case 2: Cambridge NanoTech


Session #4
Session Focus: Commercializing Science / Innovation and Searching Inside Yourself

Case 1: The Langar Lab: Commercializing Science
Case 2: Zen (in the cases of Steve Jobs and Phil Jackson)
Article: Zen and the Art of Simplicity by Matthew E May




成績評価方法 Evaluation Criteria

講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 5 %
授業内での挙手発言 Class Contribution 50 %
クラス貢献度合計 Class Contribution Total 55 %
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 15 %
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

使用ケース一覧 List of Cases


教科書 Textbook

  • Chade-Meng Tan「Search Inside Yourself -The Unexpected Path to Achieving Success, Happiness-」Harper One(2014)978006211693-2

参考文献・資料 Additional Readings and Resource

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

Reinventing Organizations
by Frederic Raloux

授業調査に対するコメント Comment on Course Evaluation

This is a new course

担当教員のプロフィール About the Instructor 


Masters Degree in Business Administration, Harvard Business School
Master of Engineering in Mechanical Engineering, Keio University
Bachelor of Engineering in Mechanical Engineering, Keio University

After joining Toshiba's Computer Division in 1988 where he was involved in designing the world's first notebook PC, Hiroshi Uchikoga went to Harvard Business School MBA program. After graduation, he returned to Toshiba Headquarters Product Planning division in 1994, where he engaged in; planning advanced notebook PCs, launching Toshiba's first internet service, and standardizing a new generation video disc format.
When he met Mr. Son of Softbank, Hiroshi decided to work as a manager in the investment division, then led the joint venture between GeoCities (US) and Softbank. In 2000, Hiroshi founded Visionare Corporation, a software development company in Japan which eventually pivoted to a license company after acquiring eight patents, and he moved to Sunnyvale, California in 2012 to start up Veam Inc. - both of which are currently working on a path to successful exits. Returning to Japan in 2017, he acted as Business Producer at World Bank's project in Africa and blockchain related businesses.