Presentation

The purpose of the course entitled Innovation Management: Business Transformation is to equip students with the skills and competencies necessary to lead change in organizations toward an innovative culture, acting as a key factor in the design of business strategies that promote the success and development of the company.

Throughout the course, students will learn how to generate innovative environments within organizations, and how innovation translates into both an organizational transformation as well as in the vision and mission of the company. In other words, it involves a change in the way of doing things, which requires reorganization of resources, both human and financial, within the company, giving rise to new strategies that change the traditional rules of the game, thus improving the competitive position of companies in a globalized world.

Innovation is designed as a key element for creating value in organizations and enhances the capabilities of companies to face competition. In the end, the survival of organizations depends to a large degree on innovation.

Success and business innovation depend on the involvement of all the company's stakeholders in the process, starting with its own employees, suppliers and social actors that, ultimately, consume the products and services developed by the company.

Therefore, this subject will provide participants with the knowledge and skills necessary for them to be able to develop and implement new management models based on innovation, in order help organizations meet the stakes and challenges resulting from the growing uncertainty that exists in the socio-economic environment in which they operate.

Basic Competences

• CB6: Possess and understand knowledge that provides a basis or opportunity to be original in the development and / or application of ideas, often in a research context.
• CB7: That students know how to apply the knowledge acquired and their ability to solve problems in new or unfamiliar environments within broader (or multidisciplinary) contexts related to their area of study.
• CB8: That students are able to integrate knowledge and face the complexity of making judgments based on information that, being incomplete or limited, includes reflections on social and ethical responsibilities linked to the application of their knowledge and judgments.
• CB9: That students know how to communicate their conclusions and the knowledge and the reasons behind them to specialized and non-specialized audiences in a clear and unambiguous way.
• CB10: That students have the learning skills that allow them to continue studying in a way that will be largely self-directed or autonomous.

General Competences

• CG1: Master and integrate techniques, instruments and management methods necessary for the development of their professional activity.
• CG2: Increase the knowledge of the management of companies and the different areas of management.
• CG3: Know and assess the incidence of environmental variables in business management and in the achievement of organizational objectives.
• CG4: That students know how to communicate their conclusions, present projects, results, plans, knowledge and the reasons behind them to specialized and non-specialized audiences in a clear and unambiguous way.
• CG5: That students are able to integrate their knowledge of various functional areas of the company with generally incomplete or limited information of the company environment to make decisions and solve problems in complex and multidisciplinary situations.

Specific Competences

• CE1: Ability to formulate and implement corporate strategies at the managerial level.
• CE2: Learn the systematics and management of some of the strategic analysis tools in order to adopt the necessary strategies to obtain competitive advantages.
• CE3: Understand the relationship between business objectives and the strategy of the company as well as know techniques of monitoring and deviation of objectives.
• CE4: Know the existence, applications and limitations and use in the management of Information Systems for Decision Making.
• CE5: Know how to manage management indicators to make business decisions based on them.
• CE7: Know and know how to use innovation management techniques. Creation of temporary competitive advantages for innovation.
• CE13: Understand the impact of ICT in business management and the competitiveness of the company.
• CE14: Knowing the existence, applications and limitations of business information systems and their impact on decision making, competitiveness and speed of reaction.
• CE22: Be able to relate business management decision making to macroeconomic changes.
• CE23: Knowing how to use negotiation and leadership techniques to lead teams of people in order to achieve specific business objectives that have been delegated.
• CE28: Techniques for the management of human teams for innovation and for the management of continuous change.
• CE29: Provide rationality and ethical commitment and social responsibility to business management. Know the concept of Corporate Social Responsibility.

Transversal Competences

• CT1: Interpret, with the necessary means, relevant, reliable and structured information for decision making and problem solving.
• CT2: Decision-making skills in changing environments due to technology.
• CT3: Know how to use ICT technologies for management and for decision making.
• CT5: Know and understand the necessary elements for the definition of an internationalization strategy of the company.
• CT6: Communicate in an efficient, structured and orderly manner, the most relevant aspects of a Project.
• CT7: Provide the student with the knowledge and skills necessary to interact in the international environment.
• CT8: Facilitate the process of student integration to the professional business world.
• CT9: Provide students with learning skills that allow them to continue studying autonomously.

Unit 1. Strategic-Technological Analysis of Innovation

• Introduction and Objectives
• Innovation, Technology and Competitive Disruption. Incremental versus Disruptive Innovation
• Essential Theoretical Frameworks for Innovation Analysis: Value Chain, Porter's Five Forces
• The Competitive Paradigm Model
• Business Life Cycle Analysis
• Technology Analysis Models. The Gartner Hype Cycle Model
• Technological Convergence and its Implication in Innovation (Exponential Technologies, Exponential Organizations)

Unit 2. Construction of Business Models

• Introduction and Objectives
• Standardization and Scalability of Business Models
• Competitive Variables of the Business Model
• Strategic-Quantitative Analysis of Innovation: Profit and Loss Statement
• Maturity Models, Measuring the Value of Innovation

Unit 3. Execution of the Innovation Strategy

• Introduction and Objectives
• Innovation Roadmap
• The Ambidextrous Organization
• Open Innovation. Innovation Ecosystems
• Innovation Laboratories

Unit 4. Innovation and technological entrepreneurship

• Introduction and Objectives
• Intrapreneurship. Blue Ocean Strategy
• More agile organizations: Lean Startup, Design Thinking and Agile methodology
• New digital business models: platforms

Unit 5. Legal framework and financing innovation

• Introduction and Objectives
• Legal framework for innovation
• Ways to protect innovation
• Innovation support infrastructures

Unit 6. Corporate social responsibility, shared value and innovation

• Introduction and Objectives
• Corporate social responsibility and socially responsible business
• Shared value as a new competitive strategy

The different tasks and activities programmed during the semester have been developed with the goal of adapting the learning process to the different capabilities, necessities and interests of the students.

The activities included in the subject are:

• Practical cases. Will provide the student with actual business situations that will need to analyse and, after that, make decisions, evaluate the consequences and alternatives. On the other hand, practical cases can be programmed in order that the student detects relevant situations, analyzes the complementary information, makes decisions in relation to the scenario that arises and proposes solutions or indicates how to improve the starting situation as final pedagogical objective.
  
  In the weekly program you can check when they start and when they should be submitted. On the other hand, in the virtual classroom you will find all the information necessary for its development.
  
• Participation in events. These are scheduled events, every week of the academic term, such as virtual sessions.
  

Download the program

These activities are combined with the following aspects:

• Personal Study
• Tutoring. The tutoring class can be implemented through different tools and means. During the course of the subject, the teacher-tutor plans the individual tutoring on specific days for the resolution of academic-oriented doubts through “Consultation sessions”. Supplementing these sessions, students have also available the “Ask your teacher” forum through which they can formulate questions and check the corresponding answers on general aspects of the subject. Due to the very nature of the media used, there are no fixed schedules for the students.
• Mandatory on-site final exam

The hours dedicated to each activity are detailed as follows:

TRAINING ACTIVITIES	HOURS OF SUBJECT	% PRESENCE
Virtual sessions	15 hours	100%
Master classes	4 hours	0
Personal study of basic material	60 hours	0
Reading of complimentary material	32 hours	0
Realization of practical cases and self-evaluation tests	45 hours	0
Tutoring	16 hours	10 %
Collaborative work (forums and/or discussion groups)	7 hours	0
Final on-site exam	1 hour	100%
Total	180 hours	-

You can personalize your study plan choosing the type of activity that best matches your profile. The tutor will advise you and help you elaborate your study plan. S/he will always be available to guide throughout the course.

Basic bibliography

The section Basic Bibliography is essential for the course. If any document (reading, article,…) is not available in the virtual classroom, you will have to find it by other means: UNIR bookshop, virtual library…

The necessary texts for the study of this subject have been elaborated by UNIR and are available in a digital format to consult, download or print inthe virtual classroom.

Complementary bibliography

• Fernández, E. (2005). Estrategia de innovación. Madrid: Thomson.
• Garcia-Manjón, J.V, Rodríguez-Escobar, J. A. (2010). El ABC de la innovación: definiciones, modelos y conceptos.
• Hidalgo, A., León, G. y Pavón, J. (2002). La gestión de la innovación y la tecnología en las organizaciones. Madrid: Pirámide.
• Manual de Oslo. (2006). Guía para la recogida e interpretación de datos sobre innovación. OCDE y EUROSTAT (3º ed). Tercera edición. Recuperado de http://www.itq.edu.mx/convocatorias/manualdeoslo.pdf
• Nieto, M. (2008). La dirección estratégica de la innovación en entornos dinámicos. Madrid, monografía n.20
• Nieto, M. (2003). La investigación en dirección de la innovación. Madrid, monografía n.6.
• Pais, J. y Font, L. (2016). La revolución de las ventas: cómo cambiar la forma de vender en tu empresa con Agile Sales e Inbound Marketing. Joaquín Pais (Ed).
• Salim, I. (2014). Organizaciones exponenciales. Madrid: Bubok Editorial.
• Schilling, M. A. (2013). Strategic Management of Technological Innovation, 4º ed. Boston: McGraw Hill.
• Schilling, M. (2008). Dirección estratégica de la innovación tecnológica. Madrid: McGraw-Hill.
• Swann, G. M. P. (2009). The economics of innovation. An introduction. Edward Elgar, Cheltenham.
• Trías de Bes, F. y Kotler, P. (2011). Innovar para ganar. Madrid: Empresa Activa.
• Womack, J. P., Roos, D. y Jones, D. T. (2017). La máquina que cambió el mundo. Barcelona: Profit editorial.

The evaluation system is based on the following numerical chart:

0 - 4, 9	Suspenso	(SS)
5,0 - 6,9	Aprobado	(AP)
7,0 - 8,9	Notable	(NT)
9,0 - 10	Sobresaliente	(SB)

The grade is made up of two components:

The exam is done at the end of the four-month period and is ON-SITE and COMPULSORY. It comprises the 60% of the final grade and so that the grade obtained in this exam is added to the final grade it is obligatory to PASS it.

The continuous evaluation comprises the 40% of the final grade. This 40% of the final grade consists of the grades obtained in the different training activities carried out during the four-month period.

EVALUATION SYSTEM	WEIGHTING min - max
Student participation (sessions, forums)	0% - 40%
Study cases	0% - 40%
Self-evaluation test	0% - 40%
On-site final exam	60% - 60%

Liu Shih-Fu

Academic background: PhD in Industrial Design, Bachelor degree in Electronic engineering, Master degree in Computer System Engineering and Master in Business Administration in Project Management.

Professional experience: Dr. Shif-Fu has 10 years of experience in Higher Education (Teaching, R&D and Management), 2 years of Industrial experience in Digital Design, 1 year in Patent Examination, 6 years in Project Management in Academic and industrial environment, and a year in Product Management.

Research lines: Research groups/interests

Studying online means you can organize your study as you wish, as long as you meet the due dates of the different assignments (activities, tasks and tests). In order to help you, we propose the following steps:

1. From our online platform you will have access to each of the subjects you are enrolled. Apart from this, you can access to the Aula de información general. In this section, you have available all the documents on how to use the different tools included in the virtual classroom, how a subject is organized in UNIR. Remember that you will also have the possibility to organize your study plan with the tutor.
   
2. Do not forget to check the weekly program. You will see which part of the content of the course you have to work on every week and when you should start preparing the case.
3. After knowing your work for the week, go to Units in your virtual classroom. There, you will have access to the study material (theory and practice) from the unit you need to study throughout the week.
   
4. Begin with the reading of the Key ideas of the unit, they constitute the content of the unit and the basic material of study. Check also the In deep section which contains supplementary material.
   
5. Take time to complete the Practical Practical Cases and Test. In the subject Program we will detail when you can develop them.
   
6. We strongly recommend to take part in the events of the course (On-site virtual classes). To know the exact date for each one of these events you must visit the communication media on the Virtual Classroom. Your teacher and your tutor will inform of the subjects news.
   

Please, take into account the following tips…

• Whatever you study plan is, go often to the virtual classroom so that you are always up to date about the course and you are in contact with your teacher and your tutor.
  
• Remember you are not alone: send an email to your tutor if you have any doubt. If you attend the online classes, you can also ask your teacher about the contents of the unit. Also, you can always write your doubts and questions about the contents in the Forum of each subject (Ask the teacher).
  
• And, remember, you are studying online: your effort and perseverance are the key element to obtain good results. Don’t leave everything to the last minute!!!