Mgmt 310 A Syllabus DiBiase Winter 2015 revised

APPLIED INNOVATION: A PATH TO PROSPERITY
Management 310 A Syllabus
August 26, 2014 to December 14, 2014
Stephen. A. Di Biase, Ph.D.
Stephen A. Di Biase Page 1 11/14/2014
BENEDICTINE UNIVERSITY
MGMT 310 A – Applying Innovation: A Path to Entrepreneurship
Stephen A. Di Biase Ph.D.
sadibiase@gmail.com
Phone: 312-288-1350
Skyp:sdibiase5
REQUIRED TEXTS:
1. Where Good Ideas Come From: The Natural History of Innovation, Steve Johnson, 2010,
Riverhead Books New York.
2. The Four Steps to the Epiphany: Successful strategies for products that win, Steven Blank,
2013, 2nd
edition.
3. The Essential Drucker, Drucker, P. J., Harper Business, 2001.
4. Management Challenges for the 21st Century, Drucker, Peter F. Harper Business, 1999.
5. Designing Organizations, Galbraith, J.R., 2002, Jossey-Bass
PRE-CLASS ASSIGNMENT:
Read the required texts, class notes provided and information on your cohort and lecturer.
Requirements:
1. Class attendance and participation 65%
2. Essay test, final written and defended proposal 35%
Submit a concise and clearly written analysis for developing a compelling value proposition,
business model and go to market strategy for making the client company successful considering
the “critical for success” questions. The report should be accompanied with presentation
materials used during the project proposal and defense.
Learning Objectives from Applied Innovation course:
 Become familiar with the key elements of innovation from an operational definition, who is
capable of innovating and how one innovates,
 Gain insights into what’s happening in the 21st
century and how it impacts the what kinds of
innovation happen,
 Exposure to the concept of Open Innovation and how one accesses innovations for external
sources for incorporation into their enterprise,
 Appreciate the elements of applying innovative thinking to building business models with a
detailed case study,
 Develop an understanding of how leadership impacts successful innovation,
 Discuss the importance of inquiry and managing conflict on successful innovation,
 Develop a point of view for using social media methodologies to facilitate information flows
making the innovation process more effective.

CLASS PLAN
Date Topic Activity Comments
August 26 Introductions Each class member introduces
themselves with 1-3 minute
descriptions, class overview,
Aligning Employee
Performance w Corp.
Objectives
The process I’d use to ask each
student a different set of
questions to answer and then
introduce them to the
Professional Growth Process
something they should attempt
during the course.
August 28 Strategic Elements of Innovation What must innovation be and
why?
Set framework for theory of
innovation
September 2 Strategic Elements of Innovation What must innovation be and
why?
Set framework for theory of
innovation
September 4 Tactical Elements of Innovation How does one Innovate? Describe actual behaviors of
innovative people
September 9 Tactical Elements of Innovation How does one Innovate? Describe context for innovation.
Lead into using Social Media tools
September 11 Assign team roles – “CEO”, Corp.
Comm., “CFO”, “CTO/CIO”,
Sales/Mkgt, Operations – can have 1
person for 2 roles or 2 people for 1
role etc.
Self-selection process.
Discussion of roles and
required skills and who is best
qualified for each and why.
“CEO” is key role.
See if leader emerges, if not
assign someone. Mentor that
person separately if required
September 16 First class about creating a business
plan for a team new venture. Review
business canvas
Teams develop their business
concepts
Class describes why their idea
solves an important problem
that would lead to a new start-
up.
September 18 Teams begin working on business
canvas
Share progress on business
canvas with class
Teams critique each other’s
work.
September 23 Teams work on and report revisions
to business canvas
Team to present proposal to
class for comment and
revision
Business canvases are approved
for use in crafting the business
plan and model.
September 25 Culture Leadership, Inquiry and
Managing Conflict
Describe leadership in an
actionable way and discuss the
leaders role in inquiry and
managing conflict
September 30 Culture, discuss Social Media project.
Team to review and present how to
use Social Media to connect
information leading to innovations.
Leadership, Inquiry and
Managing Conflict. Describe
features of Social Media
analysis due for classes on
October 23 and 25.
Describe leadership in an
actionable way and discuss the
leaders role in inquiry and
managing conflict
October 2 Organizational Designs Aligning People and
Information Flows
Aligning organizational structures
with the enterprises goals and
position in its life cycle.
October 7 Organizational Designs Aligning People and
Information Flows
Aligning organizational structures
with the enterprises goals and
position in its life cycle.
October 9 Processes Means to an End, not the end
in itself
High level overview of basic
processes for managing
innovation. Focus on process as
tool not outcome.

October 14 First essay test Cover material through
October 9th
Short essay questions to measure
depth of understanding.
October 16 First business model and plan
elements are critiqued by class
Plans are approved for
finalization
Teams develop approach to
finalizing their plans and create
elements of an investor pitch.
October 21 Managing “Big Data” Dealing with Complexity and
Ambiguity
What is “Big Data” and how does
one deal with “Big Data” absent
analytics with a focus on making
good decisions when faced with
ambiguity
October 23 Social Media – half of the class shares
how they’ll use social media to flesh
out their business concept
Using Social Media to connect
ideas creating insights and
actionable knowledge around
their business concept
Class presents Social Media
overview of Facebook, Twitter,
LinkedIn, Pinterest, Google+,
others – what are they
October 25 Social Media – half of the class shares
how they’ll use social media to flesh
out their business concept
Using Social Media to connect
ideas creating insights and
actionable knowledge
business concept
Class members to present their
analysis of how to use major
Social Media tools utility in
connecting ideas w examples
October 30 Class submits draft of business plan
for grading and approval to create
investor pitch
Present update and obtain
feedback
Make revisions
November 1 Designing the Business Model Creating Enduring Competitive
Advantage
What is it and how is it
developed?
November 3 Designing the Business Model Creating Enduring Competitive
Advantage
What is it and how is it
developed?
November 8 Investments Funding Innovations Investors and how do you pitch
the idea
November 10 Investments Funding Innovations Investors and how do you pitch
the idea
November 15 Delivery Developing the Value
Proposition
Selling the Innovation to
Customers
November 17 Delivery Developing the Value
Proposition
Selling the Innovation to
Customers
November 22 Intellectual Property Protecting the business Keeping competitors at bay
November 25 Second Essay Test Material from October 16
through November 22
Not comprehensive
Thanksgiving Nov. 27 No class
December 2 Case Studies: Joshua Wedgewood:
Fine Collectibles, Marshall Field:
Retail, Michael Dell: PCs Chicago’s Top
20 Innovations
How the best did it What does it take to be an
innovator and entrepreneur
December 4 Half of the class present their
business plans and investor pitch for
final review for final action
Does it make sense? Why,
Would Kison pay for it?
“Devil’s Advocate Session”
December 9 Half of the class present their
business plans and investor pitch for
final review for final action
Prepare for dry run “Devil’s Advocate Session”
December 11 Present investor pitch to class 10
minutes per team.
Team presentation of key
elements by functions. 5-7
minutes per topic.
Final pitch to class. Submit
business plan and investor pitch
for grading Invite faculty to
attend
Key Sections and Events
August 26 – September 16: Strategies and Tactics
September 18: First meeting with Fundology CEO Kison Patel

September 23 – October 9: Doing Things the Correct Way
October 14: First essay test
October 16 – October 30: Doing Things the Correct Way (cont.)
October 30: Second meeting with Fundology to review proposed project design
November 1 – November 22: Sustaining the Enterprise by Serving Customers Effectively
November 25: Second essay test
December 2: Case Studies – Wedgewood, Marshall Fields, Dell Computer (optional if time
permits)
December 4: Review proposal for Fundology with dry run – maximum 30 minutes with
Q&A (must be tight pitch)
December 11: Proposal to Kison Patel and the Fundology Leadership team
HANDOUTS
Stephen A. Di Biase’s background information
Text: “Applied Innovation: Making Innovation a Discipline”
Incomplete Policy
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Mgmt 310 A Syllabus DiBiase Winter 2015 revised

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