Strategic Innovation Management

Master 2023/2024

Type: Compulsory course (Business Analytics and Big Data Systems)

Area of studies: Business Informatics

Delivered by: Department of Strategic and International Management

Where: Graduate School of Business

When: 1 year, 2 module

Mode of studies: offline

Open to: students of one campus

Instructors: Sergei Titov

Master’s programme: Business Analytics and Big Data Systems

Language: English

ECTS credits: 3

Contact hours: 24

Full Syllabus

Abstract

***Overall desciption: The discipline of Strategic Innovation Management is aimed to deliver fundamental and applied knowledge, up-to-date analytical frameworks, and contemporary practical tools neccessary and sufficient for sustainably successful long-term management of innovations in the corporate context within high dynamics and environmental uncertainty. The course specifically focuses on management of strategic innovations which is innovations of business models. As the students specialize on digital technologies, the course pays considerable attention to digital business models. The course includes a combination of theoretical concepts, views, and approaches as well as analytical tools and practical instruments for strategic management of technological innovations. The course conceptually and practically synthesizes and systematizes the knowledge, frameworks and competences from other managerial disciplines. In this way the course not only enhances this knowledge, but also applies it to the strategic perspective of managing the whole business. It covers such topics as business transformation, dynamics of innovations and technology markets, frameworks of business description, external and internal strategic analysis, generic and innovative strategies, transforming companies for innovation strategy implementation. ***Course structure: Lectures allow students to understand, learn and structure mostly theories, concepts, terms, and models of contemporary strategic management. Actively using mini-cases and stories, lectures illustrate the theoretical and conceptual materials of the course. Lectures are very helpful to study the recomendations 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 strategic tools and techniques needed for course team project and examination.*** 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 organizied 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 trasmission. *** Grading orientation: Grades of 8 imply explicitely and unambiguously demonstrated knowledge based on main, additional and recommended literature and materials. They are 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 foreing 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

perform analysis of strategic problem situation using critical reasoning and system thinking, develop strategy of actions in business context
define and realize long-term priorities in business and plan strategically the trajectories of business development
develop corporate, business, and functional strategies in innovative context under the pressure from digital disrupts
make strategic decisions, elaborate strategic plans based on thorough analysis of external and internal environments
manage the relationship with stakeholders to ensure long-term sustainable development of business

Expected Learning Outcomes

Identify benefits and limitations of generic strategies
Apply blue ocean strategy framework to analyze and design strategic behavior
Elaborate innovative strategies for business model transformation
Apply basis corporate strategies to innovation contexts
Apply portfolio models to analyze and design corporate strategy
Identify opportunities and limitations of different organizational designs of innovation activities
Apply general principles of new product development process design
analyze and elaborate competitive advantages of companies
describe the nature and types of competitive advantages
apply generic strategies to practical contexts
build business models for different companies and of different patterns
describe the trends in business model transformation
describe the nature of digital transformation
build value chain
analyze operations and functions, strengths and weaknesses, advantages and disadvantages with value chain
elaborate key element of blue ocean strategy
identify pluses and minuses of different integration strategies
analyze the antecedents and outcomes of different growth strategies
perform industry analysis in its statics and dynamics
identify patterns of industry life cycle and technology cycle
evaluate the appropriateness of different strategies at different stages of industry life cycle
perform PESTEL analysis
perform five forces analysis
analyze competition with strategic group maps and strategy profile
integrate the results of strategic analysis with SWOT-like tools
describe key elements of strategy in their practical applications
elaborate roadmaps for strategy implementation
describe key elements of flexible organizational design
peform comparative analysis of resources and competencies
analyze different firm's scope strategic decisions
analyze antecedents and consequences of different knowledge-management strategies
describe differences in lead and lag markets
apply radar model to integrate findings from external analysis

Course Contents

Basics of strategic innovation management
Innovation market dynamics
Market and competition
Internal analysis and strategy implementation

Assessment Elements

Lectures’ activity
Maximum grade is 10. Calculated with the formula: (Number of earned working points) * 10/8. For two academic hours of a lecture, a student can receive one working point accrued if the student attended the lecture and performed excrecises (tests, comments, ...) in the form and scope established by the instructor no later than 2 hours after lecture’s completion (if other suggestions haven't announced during a lecture). If during the face-to-face attendance check it is discovered that comments were made without the student actually attending the lecture, no work points will be awarded and all work points for (all) lectures can be canceled. The working points are accruing according to the schedule of lectures. Total points are calculated at the end of the modules. Resit is not possible. Compensation with another tasks is not possible. It is not a blocking assessment.
Team assignment 1
As part of the course, students work in small teams to prepare for each (out of 2) seminar day several case based exercises based on the knowledge from previous lectures. This team assignment is for seminar day 1. The students should perform some analytical tasks, prepare and present the results within broad discussion during the seminar.
Midcourse testing
Maximum grade is 10. Conducted in the middle of the course. Implemented as online testing with limited time as part of the self-study of students. Resit is not possible. It is not blocking. Evaluation criterion: The percentage of correctly answered questions, taking into account their weight (difficulty).
Final test
Maximum grade is 10. Conducted at the end of the second module of the discipline. Implemented as part of online testing with limited time as part of the self-study of students. Resit is possible. It is not blocking. Evaluation criterion: The percentage of correctly answered questions, taking into account their weight (difficulty).
Individual assignment
Maximum grade is 10. Conducted closer to the end of the course. Based on the case (and accompanied sources) published by the instructor within the current implementation of the discipline. The results are provided by students in the form of a single (or several) file, prepared in accordance with the requirements for written work of the National Research University Higher School of Economics, at the time and form set by the instructor. At the discretion of the instructor, the assessment of the task can be implemented as cross-assessment (in this case, instructions for its implementation are issued in advance).
Team assignment 2
As part of the course, students work in small teams to prepare for each (out of 2) seminar day several case based exercises based on the knowledge from previous lectures. This team assignment is for seminar day 2. The students should perform some analytical tasks, prepare and present the results within broad discussion during the seminar.

Interim Assessment

2023/2024 2nd module
0.35 * Final test + 0.2 * Individual assignment + 0.1 * Lectures’ activity + 0.15 * Midcourse testing + 0.1 * Team assignment 1 + 0.1 * Team assignment 2

Bibliography

Recommended Core Bibliography

Grant, R. M. (2016). Contemporary Strategy Analysis : Text and Cases: Vol. Text and Cases, Ninth edition. Wiley.
Michael A. Hitt, R. Duane Ireland, & Robert E. Hoskisson. (2020). Strategic Management: Concepts and Cases: Competitiveness and Globalization, Edition 13: Vol. 13th edition. Cengage Learning.

Recommended Additional Bibliography

Alexander Osterwalder Yves, Er Osterwalder, Yves Pigneur, Tim Clark, Ellen Di Resta, Michael Anton Dila, Remko Vochteloo, Victor Lombardi, Matthew Milan, Ralf Beuker, Sander Smit, Norbert Herman, Karen Hembrough, Yves Claude Aubert, Wim Saly, Frank Camille Lagerveld, Andres Alcalde, Alvaro Villalobos M, Bernard Racine, … Praveen Singh. (n.d.). Business Model Generation A Handbook for Visionaries, Game Changers, and Challengers.
Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643. https://doi.org/10.1177/014920630102700602
Hamel, G., & Prahalad, C. K. (2007). Competing for the Future. Bloomsbury Business Library - Management Library, 17. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=26659560
Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy, Expanded Edition : How to Create Uncontested Market Space and Make the Competition Irrelevant: Vol. Expanded edition. Harvard Business Review Press.
Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78–93. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=28000138
Porter, M. E. (2015). What is strategy? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C0E62A3B
Porter, M. E., Kramer, M. R., & Magretta, J. (2014). Strategy and Competition : The Porter Collection. Harvard Business Review Press.
Strategic management of technological innovation, Schilling, M. A., 2013

Authors

Titov Sergey Anatolevich

Course Syllabus