Politecnico di Torino
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Politecnico di Torino
Anno Accademico 2009/10
02MBZCY, 02MBZHT
Technology, strategy and innovation
Corso di L. Specialistica in Ingegneria Informatica - Torino
Corso di L. Specialistica in Ingegneria Informatica (Computer Engineering) - Torino
Docente Qualifica Settore Lez Es Lab Tut Anni incarico
Calderini Mario ORARIO RICEVIMENTO     4 1 0 0 1
SSD CFU Attivita' formative Ambiti disciplinari
ING-IND/35 5 D - A scelta dello studente A scelta dello studente
Obiettivi dell'insegnamento
From Windows to Macintosh, from VHS to Betamax- to mention just some of the most striking cases-the history and evolutional of technology shows that technological excellence by itself is not sufficient to succeed and profit from an innovation. When one observes the statistics and cases of everyday reality it is not hard to notice that even companies with an excellent background in science and technology have failed to profit from their innovations. In many cases, the Imitators, rather than the leader, were the one to benefit from successful inventions, brilliant ideas can be neglected for years before being economically exploited, and many other factors combine to determine the managerial and economical success or failure of a companyfs technological innovations. This is because managing an innovation project does not only require a deep knowledge of the technological and operational sides of a product, but it also requires effective marketing strategies, timely decision making, efficient organization, a balanced product financial structure, and, often, intellectual property rights protection and valorization.
This course is intended to provide students in information engineering with a set of concepts, tools and cases useful to make them capable to understand firmfs decision making and technological change from a strategic, organizational and financial perspective.
At the accomplishment of the course, students should be able to understand basic corporate strategies, to assess the value and the financial returns of projects and to choose between alternatives, to understand and plan the launch and penetration strategies for new products, to patent product and process innovation and to manage patent portfolios, to be aware of the problems associated with financing innovation, to understand the basic business models of financial operators specialized in providing venture capital, to analyze collaboration strategies.
Competenze attese
Optimizing your learning:
The course is designed to enable learning the basics of innovation management and several operative managerial tools in 60 hours. Attending the lectures is strongly recommended, due both to the limited time and to the fact that some of the contents are not organized and discussed as in the textbooks. A resource archive provided online (web platform) will include the case studies, slides with content of the lectures and other useful material.
Programma
Introduction: how innovation create value. Types and patterns of innovation. The sources of innovation. The marketing and technical dimensions of innovation.
Fundamentals of competitive strategies: cost leadership, differentiation and focalization.
The dynamics of innovation: what drives diffusion of innovation; industry life cycle; S-curve for diffusion and technological development ; dominant design in manufacturing and services industries.
Deciding the timing of entry in a market and the half-truth of the first mover advantage: discovering new and emerging markets
The strategic management process: Industry Analysis and the Porterfs five forces model, Core Competences and core rigidities identification.
Protecting innovation: patents, copyrights. IPR in Far East countries (china and india)
Business models and open innovation paradigm. Creative commons. Open source o proprietary technologies.
Organizing for Innovation: which organizational forms foster innovation and creativity?
Collaboration Strategies: an overview on the main types of collaboration strategies; the reasons for collaboration decisions.
Choosing innovation Projects: Fundamentals of capital budgeting. Other methods for assessing the economic viability of innovation projects.
Finance for innovation: fundamental issues
Introduction: how innovation create value. Types and patterns of innovation. The sources of innovation. The marketing and technical dimensions of innovation.
Fundamentals of competitive strategies: cost leadership, differentiation and focalization.
The dynamics of innovation: what drives diffusion of innovation; industry life cycle; S-curve for diffusion and technological development ; dominant design in manufacturing and services industries.
Deciding the timing of entry in a market and the half-truth of the first mover advantage: discovering new and emerging markets
The strategic management process: Industry Analysis and the Porterfs five forces model, Core Competences and core rigidities identification.
Protecting innovation: patents, copyrights. IPR in Far East countries (china and india)
Business models and open innovation paradigm. Creative commons. Open source o proprietary technologies.
Organizing for Innovation: which organizational forms foster innovation and creativity?
Collaboration Strategies: an overview on the main types of collaboration strategies; the reasons for collaboration decisions.
Choosing innovation Projects: Fundamentals of capital budgeting. Other methods for assessing the economic viability of innovation projects.
Finance for innovation: fundamental issues
Programma: informazioni integrative
Getting ready for the lectures:
Students are required to participate in class discussion and group works, to read the provided class material (case studies) and to study the texts indicated, as highlighted in reading list. Reading a business case may require several hours, depending on the case and on your language skills. When a discussion of case study is scheduled, students are encouraged to read the case before the lecture.

Relationship with the instructors:
Students are encouraged to interact actively in the classroom discussions, ant to contribute by giving examples of real cases or suggesting ideas for collective discussions. For questions, requests or doubts, students may contact the instructors via email outside the regular class schedule. However if the questions or comments can contribute to the class in general, the students are encouraged to post them in the forum, accessible via the web learning platform.
Laboratori e/o esercitazioni
The classes will be organized as a set of delivered contents in terms of frontal teaching (with a broad overview of the literary contributions to the field), class discussions, case studies discussion (collective or in groups), articles and literature readings.
Teaching of managerial contents is chiefly based on an inductive learning method. Short case studies described by the instructors are used either to introduce a topic or to provide examples to deepen and consolidate the knowledge about concepts and instruments.
Bibliografia
Course Materials
Schilling M. (2007), Strategic Management of Technological Innovation, 2nd edition, McGraw-Hill International Edition.
Case Studies and articles proposed/discussed during the course
Slides used during the lectures
Verifica la disponibilita in biblioteca
Controlli dell'apprendimento / Modalit d'esame
Course Assignments
Two case studies will be proposed to students during the course.

Grading policy
The course will be accomplished by answering a written exam.
As an alternative, the students are welcome to opt for a combination of a written exam, plus a project execution, accounted in the following proportions:
Written Exam 70%
Project execution: 30%

Project execution will consist on the preparation, discussion, and class presentation of a case study that will be assigned to groups of maximum 4 students during the course. Further details will be communicated during the course.
Orario delle lezioni
Statistiche superamento esami

Programma definitivo per l'A.A.2009/10
Indietro



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