Strategic Innovation Management

2024/2025

Academic Year

ENG

Instruction in English

3

ECTS credits

Delivered at:

Department of Strategic and International Management

Course type:

Compulsory course

When:

1 year, 2 module

Instructor

Titov, Sergei

Course 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

• Mid-course testing
  Conducted in the second part of the module. Implemented as testing with limited time . Resit 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 technology, which may require installing software on the computer and limit the use of equipment (number of screens, applications used, etc.). 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.
• Exam
  Exam is written, based on all course materials. Students have to show their knowledge or ability in strategic management. It takes place at the end of the course. Exam may include the blocks: 1) tests similar to ones in midcourse tests, 2) case-based tasks implying preparation of the written answers (the text of the case/ cases can be open one day before the exam). 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. Testing is planned with the of use Safe Exam Browser technology, which may require installing software on the computer and limit the use of equipment (number of screens, applications used, etc.). 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.
• Group project
  The major academic purpose of the Group Project is to challenge students to apply theories, concepts, models and tools from the discipline including main, additional and recommmended literature and materials as well as learnt by students within their self-study beyond the scope of the discipline learning program but within the area of strategic management. The Group Project is a research & business practice project where students act as a consulting team to analyze a particular company and elaborate its strategy. Group Project is based on the case provided by the instructor (or approved by the instructor if the case is proposed by the student team). At 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 12 minutes (recorded). Deadlines are strict. Delays are not possible and lead to 0 grade.

Interim Assessment

• 2024/2025 2nd module
  0.5 * Exam + 0.2 * Group project + 0.3 * Mid-course testing

Bibliography

Recommended Core Bibliography

• Contemporary strategy analysis : text and cases, Grant, R. M., 2013
• Contemporary strategy analysis, Grant, R. M., 2022
• Crafting and executing strategy : the quest for competitive advantage : concepts and cases : 2024 release, , 2024
• 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.
• Strategic management of technological innovation, Schilling, M. A., 2023

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