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Carlos A. Osorio, PhD
carlos.osorio@uai.cl
Director, Master on Innovation
Innovation and Entrepreneurship Unit
The Role of...
The Role of Business Schools in
Driving Innovation in Emerging
Economies
Carlos A. Osorio, PhD
carlos.osorio@uai.cl
Direct...
how much can we drive innovation
from here?
carlos.osorio@uai.cl
carlos.osorio@uai.cl
or from here?
carlos.osorio@uai.cl
carlos.osorio@uai.cl
impact
carlos.osorio@uai.cl
impactwhat does mean in business?
carlos.osorio@uai.cl
impactmean for business schools?what should
carlos.osorio@uai.cl
impactmean for business schools?what should
if we want to drive
innovation
carlos.osorio@uai.cl
driving innovation requires creating impact
beyond the classroom and peer-reviewed papers
carlos.osor...
carlos.osorio@uai.cl
aim to change our world
carlos.osorio@uai.cl
innovation is
illegitimate in organizations
it requires different attitudes,
analytical frameworks, w...
carlos.osorio@uai.cl
innovation legitimacy is built on
financial results and market leadership
carlos.osorio@uai.cl
carlos.osorio@uai.cl
what’s our role in driving innovation?
carlos.osorio@uai.cl
driving innovation is hard
carlos.osorio@uai.cl
we started 11 years ago
carlos.osorio@uai.cl
who are we?
60.a - oldest private university in Chile
Nearly 7,000 students (20% graduate)
Campuses i...
carlos.osorio@uai.cl
undergrad teaching
graduate teaching
execed teaching
research
action research
incubators
labs
what do...
carlos.osorio@uai.cl
our approach
•research
•teaching: 40 courses
•research seminars
•undergraduate: mandatory innovation
...
carlos.osorio@uai.cl
discovery-driven growth
carlos.osorio@uai.cl
carlos.osorio@uai.cl
risk
ambiguity
uncertainty
ignorance
high
discovery-driven growth
carlos.osorio@uai.cl
carlos.osorio@uai.cl
how much can we drive innovation
from here?
impact in innovation requires enabling
learning & adaptiv...
carlos.osorio@uai.cl
requires a new type of teaching
and learning
carlos.osorio@uai.cl
carlos.osorio@uai.cl
carlos.osorio@uai.cl
carlos.osorio@uai.cl
carlos.osorio@uai.cl
carlos.osorio@uai.cl
carlos.osorio@uai.cl
OUR MIND
PLAYS TRICKS
WITH US
carlos.osorio@uai.cl
we normally focus on...
carlos.osorio@uai.cl
carlos.osorio@uai.clcarlos.osorio@uai.cl
but should focus on...
carlos.osorio@uai.clcarlos.osorio@uai.cl
but should focus on...
carlos.osorio@uai.cl
challenges
how can we enable learning?
how do we asses learning? (AoL)
how to foster application
of t...
carlos.osorio@uai.cl
“the test of the pudding is in the eating”
carlos.osorio@uai.cl
it’s an ongoing experiment
6 generations & 6 versions
new and different courses
carlos.osorio@uai.cl
1. identifying sources of innovation
2. reframing, and managing high levels of uncertainty,
ambiguity...
carlos.osorio@uai.cl
Engineering Management Design Psychology Law
Technology
Operations
Strategy
Culture
Financing
Process...
carlos.osorio@uai.cl
Leadership
Creativity
Emerging
Technologies
Prototyping and
Experimentation
Design and Innovation
Pro...
carlos.osorio@uai.cl
current curriculum
Multi-Scale Design
Context and Economic
Analysis
Innovation Strategy
Business Mode...
carlos.osorio@uai.cl
the ultimate test of the master on
innovation is the thesis
31 theses for 3 first generations
(averag...
carlos.osorio@uai.cl
the test of innovation action
research is on innovation results
carlos.osorio@uai.cl
driving innovation generates high
impact and value, but requires
high commitment and hard work
lesson...
carlos.osorio@uai.cl
lessons learned
we should not transfer good
practices from american or european
firms right into our ...
carlos.osorio@uai.cl
understand adapt
improve
test deliver
lessons learned: experiment
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the most
innov...
carlos.osorio@uai.cl
2007
First Term
•25 MEng students
•Course=theory
+cases+projects
•Different challenges
Lessons and
Qu...
carlos.osorio@uai.cl
Method Cards (300+)
from various sources
A few for undergrads, 30 for
MBAs, 60 for MIs
Papers and Cas...
carlos.osorio@uai.cl
lessons learned
invest in a team
carlos.osorio@uai.cl
invitation
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the...
carlos.osorio@uai.cl
invitation
General Innovation Process
Literature (engineering +
management + design)
Cases (50 of the...
Carlos A. Osorio, PhD
carlos.osorio@uai.cl
Director, Master on Innovation
Innovation and Entrepreneurship Unit
The Role of...
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2013 08 26 aacsb c osorio

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2013 08 26 aacsb c osorio

  1. 1. Carlos A. Osorio, PhD carlos.osorio@uai.cl Director, Master on Innovation Innovation and Entrepreneurship Unit The Role of Business Schools in Driving Innovation in Emerging Economies
  2. 2. The Role of Business Schools in Driving Innovation in Emerging Economies Carlos A. Osorio, PhD carlos.osorio@uai.cl Director, Master on Innovation Innovation and Entrepreneurship Unit
  3. 3. how much can we drive innovation from here? carlos.osorio@uai.cl
  4. 4. carlos.osorio@uai.cl or from here? carlos.osorio@uai.cl
  5. 5. carlos.osorio@uai.cl impact
  6. 6. carlos.osorio@uai.cl impactwhat does mean in business?
  7. 7. carlos.osorio@uai.cl impactmean for business schools?what should
  8. 8. carlos.osorio@uai.cl impactmean for business schools?what should if we want to drive innovation
  9. 9. carlos.osorio@uai.cl driving innovation requires creating impact beyond the classroom and peer-reviewed papers carlos.osorio@uai.cl
  10. 10. carlos.osorio@uai.cl aim to change our world
  11. 11. carlos.osorio@uai.cl innovation is illegitimate in organizations it requires different attitudes, analytical frameworks, ways of thinking and doing “weird” people (Dougherty & Heller 1994) carlos.osorio@uai.cl
  12. 12. carlos.osorio@uai.cl innovation legitimacy is built on financial results and market leadership carlos.osorio@uai.cl
  13. 13. carlos.osorio@uai.cl what’s our role in driving innovation?
  14. 14. carlos.osorio@uai.cl driving innovation is hard
  15. 15. carlos.osorio@uai.cl we started 11 years ago
  16. 16. carlos.osorio@uai.cl who are we? 60.a - oldest private university in Chile Nearly 7,000 students (20% graduate) Campuses in Valparaíso, Santiago and Miami
  17. 17. carlos.osorio@uai.cl undergrad teaching graduate teaching execed teaching research action research incubators labs what do we do? carlos.osorio@uai.cl
  18. 18. carlos.osorio@uai.cl our approach •research •teaching: 40 courses •research seminars •undergraduate: mandatory innovation workshop •masters: innovation (exec) & innovation and entrepreneurship •MBAs: 3 mandatory innovation courses •Case writing •faculty team •network •action research
  19. 19. carlos.osorio@uai.cl discovery-driven growth carlos.osorio@uai.cl
  20. 20. carlos.osorio@uai.cl risk ambiguity uncertainty ignorance high discovery-driven growth carlos.osorio@uai.cl
  21. 21. carlos.osorio@uai.cl how much can we drive innovation from here? impact in innovation requires enabling learning & adaptive change carlos.osorio@uai.cl
  22. 22. carlos.osorio@uai.cl requires a new type of teaching and learning
  23. 23. carlos.osorio@uai.cl
  24. 24. carlos.osorio@uai.cl
  25. 25. carlos.osorio@uai.cl
  26. 26. carlos.osorio@uai.cl
  27. 27. carlos.osorio@uai.cl
  28. 28. carlos.osorio@uai.cl
  29. 29. carlos.osorio@uai.cl OUR MIND PLAYS TRICKS WITH US
  30. 30. carlos.osorio@uai.cl we normally focus on... carlos.osorio@uai.cl
  31. 31. carlos.osorio@uai.clcarlos.osorio@uai.cl but should focus on...
  32. 32. carlos.osorio@uai.clcarlos.osorio@uai.cl but should focus on...
  33. 33. carlos.osorio@uai.cl challenges how can we enable learning? how do we asses learning? (AoL) how to foster application of this learning? how to manage courses with heavier workload? carlos.osorio@uai.cl
  34. 34. carlos.osorio@uai.cl “the test of the pudding is in the eating”
  35. 35. carlos.osorio@uai.cl it’s an ongoing experiment 6 generations & 6 versions new and different courses
  36. 36. carlos.osorio@uai.cl 1. identifying sources of innovation 2. reframing, and managing high levels of uncertainty, ambiguity and risk 3. capacity for generating and exploring high numbers of ideas 4. managing innovation processes and projects 5. learning through failure, prototyping and experimentation 6. leading teams, and change cultures 7. increasing value creation through innovations capacity to innovate carlos.osorio@uai.cl
  37. 37. carlos.osorio@uai.cl Engineering Management Design Psychology Law Technology Operations Strategy Culture Financing Processes Design Thinking Human- Centered Design Culture Coaching Social Psychology Intellectual Property multidisciplinary
  38. 38. carlos.osorio@uai.cl Leadership Creativity Emerging Technologies Prototyping and Experimentation Design and Innovation Processes Sources of Innovation Digital Design Digital Fabrication Personal Innovation Problem Worrrying & Empathizing Prototyping Representation Module 1 Module 2 Module 3 WS 1: Reinventing Daily objects WS 2: Social Business WS3: Business Creation 1 Weekend Bootcamp: Intro to Innovation & Design 1 Weekend Bootcamp: Quick & Dirty Innovation Module 4: International Workshop current curriculum
  39. 39. carlos.osorio@uai.cl current curriculum Multi-Scale Design Context and Economic Analysis Innovation Strategy Business Model Design Intellectual Property Marketing of Innovations Financing Innovations Entrepreneurship Innovation Portfolio Experience Design Collaborative Design Organizational Change Management Module 5 Module 6 Module 7 Tesis WS 4: Complex Project WS 5: Thesis Seminar 1 WS 6: Thesis Seminar 2 Defense
  40. 40. carlos.osorio@uai.cl the ultimate test of the master on innovation is the thesis 31 theses for 3 first generations (average 26 students each) US$ 8 million raised 3 patents during thesis work (and other 6 after) 11 firms started up
  41. 41. carlos.osorio@uai.cl the test of innovation action research is on innovation results
  42. 42. carlos.osorio@uai.cl driving innovation generates high impact and value, but requires high commitment and hard work lessons learned
  43. 43. carlos.osorio@uai.cl lessons learned we should not transfer good practices from american or european firms right into our classes or firms
  44. 44. carlos.osorio@uai.cl understand adapt improve test deliver lessons learned: experiment
  45. 45. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) How do top firms innovate? lessons learned: experiment
  46. 46. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How do top firms innovate? lessons learned: experiment
  47. 47. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How do top firms innovate? lessons learned: experiment
  48. 48. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing How do top firms innovate? lessons learned: experiment
  49. 49. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing How do top firms innovate? lessons learned: experiment
  50. 50. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom How do top firms innovate? lessons learned: experiment
  51. 51. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom Enabling Innovation Teams (undergrad, grad, firms) “Learning” Philosophy “Class” material Cases Method Cards Toolkit How do top firms innovate? lessons learned: experiment
  52. 52. carlos.osorio@uai.cl 2007 First Term •25 MEng students •Course=theory +cases+projects •Different challenges Lessons and Questions: -How would work for MBAs? -Different projects limit research Second Term •50 MBAs •Course=theory +cases+projects •Different challenges Lessons and Questions: -How would a Master on Innovation work? -Different projects limit research!!!! 2008 First Term •40 MEng students •Course=theory +cases+projects Lessons and Questions: -How would undergrads respond? -How can we train the trainers? (MI grads) Second Term •26 MIs + 50 MBAs •Course=theory +cases+projects • National Challenge Lessons and Questions: -4 out of 5 teams awarded were UAI -How can we guarantee quality across courses with different professors? 2009 •First Term •26 MIs •Experiments: in depth courses on innovation •Same challenge for all Lessons and Questions: -Fine tuning syllabus -Need for method cards -Refining MI curricula •Second Term •70 MBAs + 600 undergrads •Experiments: same course MBAs and undergrads •Same challenge for all Lessons and Questions: -Fine tuning syllabus -Undergrads: less theory, less English, warming up slowly -Not all MIs are created equal (as professors) 2010 First Term •28 MIs •Experiments: more courses on design Lessons and Questions: -Including psychology in team formation Second Term •75 MBAs + 600 undergrads •Experiments: less theory and 3 challenges for undergrad course Lessons and Questions: -Need more theory for undergraduates -How would a toolkit would work? -How to enable innovation learning remotely? 2011 First Term •28 MIs + 70 online students (eClass) •Experiments: experience in Silicon Valley Lessons and Questions: -Need to refine application process Lessons and Questions: -Effect of rapid prototyping lab for MI? -What if we have a design curriculum for undergrad majors? experimentation (2007-2011)
  53. 53. carlos.osorio@uai.cl Method Cards (300+) from various sources A few for undergrads, 30 for MBAs, 60 for MIs Papers and Cases (various authors) Only for MBAs and MIs Technical Notes and Cases (created) Undergrads and Online classes teaching materials
  54. 54. carlos.osorio@uai.cl lessons learned invest in a team
  55. 55. carlos.osorio@uai.cl invitation General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom Enabling Innovation Teams (undergrad, grad, firms) “Learning” Philosophy “Class” material Cases Method Cards Toolkit How do top firms innovate?
  56. 56. carlos.osorio@uai.cl invitation General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom Enabling Innovation Teams (undergrad, grad, firms) “Learning” Philosophy “Class” material Cases Method Cards Toolkit How do top firms innovate? Next Step: Include 50 Latin American firms
  57. 57. Carlos A. Osorio, PhD carlos.osorio@uai.cl Director, Master on Innovation Innovation and Entrepreneurship Unit The Role of Business Schools in Driving Innovation in Emerging Economies

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