Faculty Innovation Management presents: The programme of an obligatory course of doctoral studies (DBA) in specialism Innovation Management

Theme 1. CONCEPT OF INNOVATION IN PRACTICE

1.1. Urgency of innovation in business. Innovation as a source of decrease costs and organic growth of business. Developed stereotypes concerning treatment of the term of «innovation».

1.2. Definition of innovation from the business point of view. Innovation in business as administrative discipline. Value concept in innovation management. Categories of innovation. Motivations and barriers to innovation. Errors in the field of innovation practice. Four basic myths about innovation. Stages of development of innovation management as administrative discipline.

1.3. Corporate innovation management system. Model «Three arenas of innovative companies». Pyramid of innovation. Concept of corporate management of innovation. What is necessary to manage innovation? Cycle of innovation management in the company.

Theme 2. IDEA MANAGEMENT SYSTEM IN THE COMPANY

2.1. Innovative potential of the personnel. New ideas as tacit knowledge. Characteristics of «spaces for idea generation». Suggestion boxes. Restrictions in use of suggestion boxes in practice.

2.2. Corporate idea management system. Five phases of idea management system. Methods of assessment of ideas. A matrix of «Value - Effort». Idea selection for practical realization. Idea dossier. Feedback with initiators of ideas. Innovation initiatives. Purposes and problems of the organization of innovation initiatives.

2.3. Technologies of idea searching. Method of “lead users”. Two features of “lead users”. Method “new value curve”. Synthesis algorithm of developing new value curve. Conditional borders of competition for developing new valuable curve.

Theme 3. TECHNICS of CREATIVE THINKING AS TOOLS of IDEA GENERATION

3.1. Brainstorming. Essence and purpose of brainstorming. Preparation for brainstorming sessions. Rules of brainstorming sessions. Analysis of the ideas stated on brainstorming session. Brainstorming and psychological barriers for innovation.  Fear to make a mistake and fear before the chief. Mistakes in organizing and conducting brainstorming sessions. Facilitator.

3.2. Techniques of creative thinking. Techniques of associations with casual objects. Casual object as initial stimulus for generating of «connecting idea». Method of «return» statements. Matrix of «volumetric thinking». Method of «role» thinking. Method «the Dreamer, the Realist and the Critic». Method «Six hats of thinking».

Theme 4. TRIZ - TECHNICS of CONTROLLED THINKING

4.1. Concept of TRIZ. Essence and purpose of TRIZ. Postulate on the contradiction incorporated in every problem. Administrative and technical contradictions of problems. Standard technical and physical contradictions of technical system.

4.2. Specialized navigators of TRIZ. Standard receptions for overcoming standard technical and physical contradictions. Concept of specialized navigators. Plus- and minuses - factors. Altshuller's matrix. Fundamental navigators.

4.3. Meta-algorithm of the decision of a problem in TRIZ. Meta-algorithm of the decision of a problem in TRIZ. Method of functional ideal modelling. Concept of ideal end result. Rules of achievement FIM and IER. Borders for application of TRIZ.

Theme 5. NEW PRODUCT DEVELOPMENT. STAGE-GATE PROCESS.

5.1. Concept of Stage-Gate process. Corporate business - processes for management of innovation projects. Stage-Gate process as operational basis for management of new product development. Stages of Stage-Gate process.

5.2. Structure of Stage-Gate process. Gates of  Stage-Gate process (SGP). Principles of acceptance of administrative decisions on SGP. Complete set of documents to consideration. Criteria on which the project is being assessed. Variants of administrative decisions concerning the examined project.

5.3. Principles of synthesis of corporate Stage-Gate process. Key factors of success of new products development process. «Predesign» research. Principal causes of poor-quality performance of stages of the innovation project. Resource analysis for the projects under development. Principles of systemic Stage-Gate process.

Theme 6. ASSESSMENT AND SELECTION of INNOVATION PROJECTS. MANAGEMENT OF NEW PRODUCT PORTFOLIO

6.1. Approaches to assessment of innovation projects and their selection. Methods of assessment of advantages of the project. Financial (economic) models. Method of «expected commercial value». The «Three-dimensional» diagram of projects as the tool for acceptance of administrative decisions on distribution of corporate resources.

6.2. Purposes of portfolio of management. Maximization of value of  new products portfolio. Algorithm of arrangement of priorities to innovation projects. Balanced distribution of resources. Conformity of innovation projects to the company strategy. Strategic goals of companies.

6.3. Integration of portfolio of management in Stage-Gate process. Advantages of integration. Two-level structure of “gates”. Structure of auditing sessions according to projects in portfolio.

Theme 7. INNOVATIVE ORGANIZATIONAL CULTURE. THE PERSON OF THE INNOVATION LEADER

7.1. Concept of organizational culture. Nine parameters of organizational climate. Elements of organizational culture. Problem of creation of a «cultural» synergy. Space of organizational culture in five parameters describing condition of the organization.

7.2. Methods of influence on organizational climate. Role of cultural norms and rules. Barriers to innovation in the form of bureaucracy. Role of cultural symbols. Creation of the organizational culture encouraging creativity. «Prohibitive» and «inquisitive» organizational cultures.

7.3. Innovation leadership. Attraction of  «innovative employees» to the company. Recruiting strategy of the innovative company. Leader of innovation projects. Key qualities of the innovation leader.

Theme 8. METRICS of INNOVATION

8.1. Concept of metrics of innovations. Necessity of measurement of innovation. Traditional ways of measurement of innovation activity of the company. Costs of innovation activity of the company. Calculation of charges on the personnel involved in innovation processes.

8.2. Basic metrics of innovations. Concept of factor of profitability of innovation. Share of the annual proceeds received due to sales of new products. Parameters describing overall performance of corporate idea management system. Complex parameter describing ability of the organization to innovation activity.

8.3. Development of system of innovation parameters in the company. Mistakes at measurement of innovation. Project point of view on innovation. Independent use of metrics of innovation by separate divisions of the company. Principles of development of effective system of innovation metrics in the company.

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