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CMI 500 - 2010 - Chapter 00 - Syllabus For Creativity and Innovation MGMT - Batch A
CMI 500 - 2010 - Chapter 00 - Syllabus For Creativity and Innovation MGMT - Batch A
Syllabus
Batch B: Wednesday - 3:00-5:00 pm; Classroom 203
Instructors:
Ozzie Mascarenhas S.J., Ph.D.
Charles H. Kellstadt Professor Marketing, CBA/UDM
Chairman: MBA at AIMIT
Mr. Girish Madla
Assistant Professor of Marketing, AIMIT
Coordinator: Quality Enhancement and Placement Services
Course Outline:
This course reviews, analyzes and synthesizes more recent concepts, models, theories, strategies and cases of
creativity and innovation management. The entire course focuses on the strategic leader of the organization
who must lead, identify, formulate and resolve simple and wicked problems in ones’ corporate business
environment, and thus strategize creative, innovative and competitive long-term business solutions. Part One
of the course reviews the role of the leader in creatively formulating simple and “wicked” problems in the
business world using systems and critical thinking. Part Two explores the role of the leader in resolving these
problems using the latest concepts, tools and techniques of creativity and innovation management at the
product and corporate levels so as to ensure sustained competitive advantage and steady corporate growth.
Course Objectives:
The major objective of the course is learning the discipline and culture of organizational learning, critical
thinking, creative problem formulating and resolving, creativity management and innovation management.
Students are challenged to train themselves with the following knowledge-sets, skills and competences:
[Chapter numbers refer to the Required Text]
PART ONE:
• To understand the role of a strategic leader as a systems thinker for the corporation (Ch 04).
• To understand the role of a strategic leader in identifying, formulating and resolving “simple” and
structured problems (Ch 05).
• To examine the role of a strategic leader in formulating strategies that identify, formulate and
resolve complex, unstructured and “wicked” problems (Ch 06).
PART TWO:
• To explore the role of a strategic leader as maximizing creativity management in the firm (Ch 07).
• To explore the role of a strategic leader as empowering innovation management in the firm (Ch 08).
• To appreciate the role of a strategic leader as spearheading corporate-wide innovative management
(Ch 09).
• To appreciate the role of a strategic leader as optimizing innovative and sustainable competitive
advantage for the firm (Ch 10). And, lastly,
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• To understand the role of a strategic leader in leveraging creative and innovative corporate growth
of the firm (Ch 11).
Course Content
Required Text:
Mascarenhas, Oswald A. J. (2010), Business Transformation Strategies: The Role of the CEO as a
Strategic Leader of Innovative Transformation, New Delhi, India: Sage Books (forthcoming).
Csikszentmihalyi, Mihaly (1997), Creativity: Flow and the Psychology of Discovery and Innovation, Harper
Collins Publishers.
De Bono, Edward (2009), Think! Before It’s Too Late. London: Vermillion Books.
Govindarajan, Vijay and Chris Trimble (2005), 10 Rules for Strategic Innovators: From Idea to Execution, Harvard
Business School Press.
Kao, John (2007), Innovation Nation: How America is Losing its Innovation Edge, Why it matters, and What we can do
to get it back. Free Press.
Kim, W. Chan and Renée Mauborgne (2005), Blue Ocean Strategy: How to Create Uncontested Market Space and make
the Competition Irrelevant, Harvard Business School Press.
Neumeier, Marty (2009), The Designful Company: How to build a Culture of Nonstop Innovation, Berkeley, CA: New
Riders.
Prahalad, C. K. and M. S. Krishnan (2008), The New Age of Innovation: Driving Co-Created Value through Global
Networks, New Delhi, India: Tata McGraw-Hill.
Senge, Peter M. (2006), The Fifth Discipline: The Art and Practice of the Learning Organization, Revised edition, New
York, Currency: Doubleday.
Course Evaluation:
Individual Class Assignments: 20%
Group Take-Home Exam 1 - 25%
Group Take-Home Exam 2 - 25%
Group Presentation of Take-Home Exam I and 2 in class - 20%
Class attendance and participation – 10%
Office Hours:
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Tuesday and Thursday: Before and after the class.
Other times outside class hours by appointment.
Contact the instructors at:
Fr. Ozzie Mascarenhas SJ:
Mr. Girish:
Landline (Off.): 2286887
Mobile: 9880707554
girish@staloysius.ac.in
Synthesizing Archetypes
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The Concept and Principle of Leverage
Case Applications of the Laws and Archetypes of Systems Thinking
Wondertech and its Premature Failure
People Express Airlines and its Premature Disappearance
The Acme Story
Eroding Goals in Detroit Public and Private School Systems
Concluding Remarks
References
Business Transformation Exercises
Appendix 4.1: Did China precipitate the Current U. S. Financial and
Mortgage Crisis?
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Perrow’s Characterization of Problems
A synthesis of Problems
Business Transformation Exercises
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Design Thinking, Creativity and Innovation
Unpacking Creativity
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How Operational Innovations Transformed Progressive
Innovations and Market Ecosystems
Concluding Remarks
References
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The Industrial Organization (IO) Theory and CA
Market Implications of a Competitive Strategy
Exhibit 10.1: A Five-stage schema for building Sustaining competitive
advantage
Other Sources and Concepts of Sustainable Competitive Advantage
More Perspectives on Competitive Advantage
Competitive Advantage Comes from Strategy that is Local
Competitive Advantage via Market-Based Intangible Assets
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Why do Companies Seek Mergers, Acquisitions or Alliances?
Why do Most Mergers and Acquisitions Fail?
How can you save Mergers and Acquisitions?
Choosing an Acquisition versus Alliance Growth Strategy
A Permanent Opportunity to Grow: Product to Customer Orientation.
Growth by Creating New Businesses.
The way Industries Evolve
Which trajectory are you on?
Concluding Remarks
References
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Supplementary Bibliography:
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Pearson Education Inc.
Argyris, Chris (1991), “Teaching Smart People how to Learn,” Harvard Business Review, (May-June).
Argyris, Chris (1993), Knowledge for Action, San Francisco, CA: Jossey-Bass.
Argyris, Chris and Donald A. Schön (1978), Organizational Learning: A Theory of Action Perspective, Reading, MA:
Addison-Wesley.
Block, Peter (1991), The Empowered Manager: Positive Political Skills at Work, San Francisco, CA: Jossey-Bass.
Bloom, William (2001), The Endorphin Effect, UK: Judy Piatkus Publishers.
Christensen, Clayton M. (1997), The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail, Boston:
Harvard Business School.
Christensen, Clayton M. (2009), The Innovator’s Prescription: A Disruptive Solution for Health Care, McGraw-Hill.
Cohen, Dan. S. (2005), The Heart of Change: Field Guide, Harvard Business School Press.
____ and Jerry I. Porras (1997), Built to Last: Successful Habits of Visionary Companies, Harper Business.
Edmondson, Amy C. (2008), “The Competitive Imperative of Learning,” Harvard Business Review, (July-August), 60-
67.
Eisenstat, Russell A., Michael Beer, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren (2008), “The
Uncompromising Leader,” Harvard Business Review, (July-August), 50-57.
Garvin, David A., Amy C. Edmondson, and Francesca Gino (2008), “Is yours a Learning Organization?” Harvard
Business Review, (March), 109-116.
Gladwell, Malcolm (2002), The Tipping Point: How Little Things can Make a Big Difference, New York, NY: Back Bay
Books, Hachette Book Co.
Jellison, Jerald M. (2006), Managing the Dynamics of Change: The Fastest Path to Creating an Engaged and Productive
Workforce, McGraw-Hill.
Kao, John (2007), Innovation Nation: How America is Losing its Innovation Edge, Why it matters, and What we can do
to get it back. Free Press.
Kim, W. Chan and Renée Mauborgne (2005), Blue Ocean Strategy: How to Create Uncontested Market Space and make
the Competition Irrelevant, Harvard Business School Press.
Lencioni, Patrick (1998), The FIVE Temptations of a CEO: A Leadership Fable, San Francisco, CA: Jossey-Bass Inc.
Loehr, Jim and Tony Schwartz (2003), The Power of Full Engagement, NY: Simon & Schuster.
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Mascarenhas, Oswald A. (2006), Responsible Marketing: Concepts, Theories, Models, Strategies and Cases, North
Richland Hills, TX, Roval Publishing Co.
Olson, Matthew S. and Derek van Bever (2008), Stall Points: Most Companies Stop Growing – Yours Doesn’t Have To,
Yale University Press.
Porter, Michael E. (1991), “Toward a Dynamic Theory of Strategy,” Strategic Management Journal, 12 (Winter) 95-117.
____ (2008), “Why America Needs an Economic Strategy,” Business Week, (November 10), 039-042.
____, Jay W. Lorsch, and Nitin Nohria (2004), “Seven Surprises for New CEOs,” Harvard Business Review, (October), 114-
121.
Porter, Michael E. and Mark R. Kramer (2006), “Strategy and Society: The Link between Competitive Advantage
and Corporate Social Responsibility,” Harvard Business Review, (December), 78-92.
Prahalad, C. K. and Venkatram Ramaswamy (2003), The Future of Competition: CO-Creating Unique
Value with Customers. Harvard Business School Press.
Senge, Peter M. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, New York, Currency:
Doubldeday.
Senge, Peter M., Art Kleiner, Charlotte Roberts, Richard Ross and Bryan Smith (1994), The Fifth Discipline
Fieldbook: Strategies and Tools for Building a Learning Organization. A Currency Book: Doubleday
Senge, Peter M., Art Kleiner, Charlotte Roberts, Richard Ross, George Roth, and Bryan Smith (1999), The Dance of
Change: The Challenge of Sustaining Momentum in Learning Organizations. A Currency Book: Doubleday
Wolman, Richard (2001), Thinking with your Soul, NY: Harmony Books.
Zohar, Danah and Ian Marshall (2000), SQ: Connecting with our Spiritual Intelligence, NY: Bloomsbury.
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