2024/2025
Открытые инновации и предпринимательство
Статус:
Маго-лего
Когда читается:
2-4 модуль
Охват аудитории:
для своего кампуса
Преподаватели:
Титов Сергей Анатольевич
Язык:
английский
Кредиты:
3
Course Syllabus
Abstract
***Course scope: the course aims to prepare students to gain cutting-edge knowledge and up-to-date frameworks of entrepreneurship and intrapreneurship, dealing with open business model, innovation management, corporate entrepreneurship, venture creation, and startup development primarily in the international corporate contexts.
***Course structure: Lectures allow students to understand, learn and structure mostly theories, concepts, terms, and models of entre/intrapreneurship and open innovation. Actively using mini-cases and stories, lectures illustrate the theoretical and conceptual materials of the course. Lectures are very helpful to study the recommendations related to models and frameworks application specific for the course. Seminars focus more on the practical side of the discipline and provide the opportunity to practice with the concepts, models, and frameworks through their application for case analysis and exercises. Seminars are necessary for the correct application of tools and techniques needed for course projects.
*** Special considerations: When preparing papers and answers to tests, examinations and other tasks, it is not allowed to use information prohibited for children or prohibited for distribution on the territory of the Russian Federation. Papers and answers containing such information will be cancelled. By submitting written and oral answers and works, students agree to the possibility of their use within the educational process by publicly discussing, commenting, analyzing them orally or in writing during face-to-face classes or correspondence communications. All official communications between students and instructors are organized through corporate email service or LMS. Additional communications channels (such as messengers) are allowed as informal means of correspondence only if they exclude transborder data transmission.
*** Grading orientation: Grades of 8 imply explicitely and unambiguously demonstrated knowledge based on main, additional and recommended literature and materials. They also reflect competencies related to practical application of all tools, techniques, and frameworks studied in the course following the recommendations and rules provided from the instructor. Some recommendations and rules from other sources may be insufficient to excellent grades, and in some instances be so incompatible with the content of the course that it may lead to significant decrease of answers' quality. The answers, written or oral, prepared with the help of artificial intelligence are allowed only if they are marked as produced by AI. As almost all questions and tasks within the course imply as specific answers as possible, the answers or their parts of general or generic nature will not be considered of high quality.
*** Literature and learning materials: Due to the limits of class hours reading and homework is the integral part of the course. Students are expected to read extensively main, additional, and recommended literature and materials (including videos). Good knowledge of the theoretical materials is crucial for full participation in discussion. Literature mentioned as main is necessary to satisfactory completion of the course. For higher levels, students are expected to learn from additional literature, and also additional and recommended sources and materials provided in the course program. More sources and materials will be announced during the classes. Realistically considering the informational constraints imposed by foreign institutions on Russian universities, including HSE, notable part of the knowledge necessary for excellent grades will be delivered through live interactions within lectures and seminars. Students are expected to take notes, actively study presentations and remember the content by participation in discussions.
Learning Objectives
- to make viable business decisions, evaluate their organizational and social feasibility, ensure their implementation in the complex and dynamic context of entrepreneurial activity
- to solve professional problems using the arsenal of economic, organizational, and managerial theories and principles of entrepreneurship, and applying cutting-edge entrepreneurial and innovation management tools and frameworks
Expected Learning Outcomes
- identify opportunities and limitations for theoretical concepts of entrepreneurship
- distinguishes types of entrepreneurship, areas of their implimentation
- identify strengths and limitations of entrepreneurial frameworks (customer development, lean startup, ...)
- analyze customer experience with modern tools (persona map, customer journey map, ...)
- perform an analyse of future market and technology trends
- develop and test product/ service concept/ prototype
- develop models of new venture and evaluate its viability
- identify strengths and limitations of open innovation models, types, organization forms
Course Contents
- Entrepreneurship and modern business
- Entrepreneurial frameworks
- From person to problem
- From problem to product
- From product to profit
- Open innovation
Assessment Elements
- Trendwatching projectTeams of two students perform the analysis of trends using the tools and techniques studied in the course (future studies techniques, technoradar, ...). The company and industry for the analysis are given by the instructor (as a case, or another format). The outcome is the written report uploaded to LMS course of the discipline. Deadline is after the third lecture. Deadline is strict, delays lead to 0 grade. AI-tools are allowed under the policies and guidelines of HSE.
- New venture projectTeams of 4-5 students analyze customer experience, identify and investigate customer's problem, ideate and develop product prototype, build busines model, financial plan and roadmap for a new venture. The project should be based on the customer experience of one or several students. Towards the end of the course students should submit and present the key deliverables such as: 1. Written assignment report in docx format with answers to tasks. 2. File with the references in xlsx format. 3. Presentation slides in pptx format. 4. Oral presentation within 10 minutes. Deadlines are strict. Delays are not possible and lead to 0 grade
- Midterm testConducted in the second part of the module. Implemented as testing with limited time. Retake is not possible. It is not blocking. Number and types of tests, proportions and sequence of different tests (by type, difficulty, ...), duration, day and time of the testing are defined by the instructor of the course and are announced in advance (at least 3 days before the day of the testing). Testing is planned with the of use Safe Exam Browser (SEB) technology. SEB requires installing software on the computer, limits the use of equipment (number of screens, applications used, etc.) and implies timely testing of the technology. Preparation for the test is the responsibility of a student. The number of attempts may be increased based on the attendance of lectures and seminars. The relevant policies (if any) will be announced at the start of the course. Maximum grade is 10. Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars.
- ExamExam is written, based on all course materials. It takes place at the end of the course, within the exam session. Exam may include the blocks: 1) tests similar to ones in midcourse tests, 2) case-based exercises implying preparation of the written answers (the text of the case/ cases can be open one day before the exam). Exercises have higher weights and take significant part of the exam time. Number and types of questions, proportions and sequence of different questions (by type, difficulty, ...), duration, day and time of the testing are announced before the exam session. Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars. AI-generated materials should be highlighted by an author and used with full accordance to the policies and guidelines of HSE. Early access to the exam questions may be provided to students based on their participation in lectures and seminars. The relevant policies (if any) will be announced at the start of the course. Exam is based on SmartLMS, administered as offline, inclass procedure with the computers restricting the access to all applications except the browser with SmartLMS.
Interim Assessment
- 2024/2025 3rd module0.4 * Exam + 0.15 * Midterm test + 0.25 * New venture project + 0.2 * Trendwatching project
Bibliography
Recommended Core Bibliography
- 9781119629214 - Michael Lewrick, Patrick Link, Larry Leifer - The Design Thinking Toolbox : A Guide to Mastering the Most Popular and Valuable Innovation Methods - 2020 - Wiley - http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2436333 - nlebk - 2436333
- 9781119690672 - Steve Blank-Bob Dorf - The Startup Owner's Manual : The Step-By-Step Guide for Building a Great Company - 2020 - Wiley - https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2417445 - nlebk - 2417445
- David J. Bland, & Alexander Osterwalder. (2020). Testing Business Ideas : A Field Guide for Rapid Experimentation. Wiley.
- Design thinking for tech : solving problems and realizing value in 24 hours, Anderson, G. W., 2023
- Ritala, P., & Stefan, I. (2021). A paradox within the paradox of openness: The knowledge leveraging conundrum in open innovation. Industrial Marketing Management ; Volume 93, Page 281-292 ; ISSN 0019-8501. https://doi.org/10.1016/j.indmarman.2021.01.011
- Sahlman, W. A., Hoffman, R., Andreessen, M., & Blank, S. G. (2018). HBR’s 10 Must Reads on Entrepreneurship and Startups (featuring Bonus Article “Why the Lean Startup Changes Everything” by Steve Blank). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1798805
Recommended Additional Bibliography
- Acceleration : what all entrepreneurs must know about startup law, Roberts, R., 2019
- Branislav Mičieta, Vladimíra Biňasová, Marta Kasajová, & Honorata Howaniec. (2020). Business Model Canvas as a Tool of Manager 4.0. Zeszyty Naukowe Wyższej Szkoły Humanitas. Zarządzanie, 28(1), 51–64. https://doi.org/10.5604/01.3001.0014.1235
- Business model generation : a handbook for visionaries, game changers, and challengers, Osterwalder, A., 2010
- Design thinking for business growth : how to design and scale business models and business ecosystems, Lewrick, M., 2022
- Managing customer experience and relationships : a strategic framework, Peppers, D., 2017
- Open innovation research, management and practice, , 2014
- Osterwalder, A., Smith, A., Bernarda, G., & Pigneur, Y. (2014). Value Proposition Design : How to Create Products and Services Customers Want. Hoboken: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=945730