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2014/2015  KAN-CCMVI2018U  Design-led innovation and entrepreneurship - bridging the liability of newness (intensive)

English Title
Design-led innovation and entrepreneurship - bridging the liability of newness (intensive)

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Course period Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course instructor - Dr. Stefan Meisiek, Dr. Tamas Vamosi and Dr. Erik Hansen-Hansen, Copenhagen Business School/KADK partnership
    Patricia Plackett - MPP
Main academic disciplines
  • Innovation and entrepreneurship
  • Management
  • Marketing
  • Methodology
Last updated on 20-05-2014
Learning objectives
At the end of the course the student should be able to:
  • Understand companies compete on design.
  • Demonstrate a broad comprehension of concepts, theories, models and frameworks for analyzing the relationships among design, architecture and business management
  • Analyze and solve situations where design rationales and business rationales are in conflict.
  • Analyze the different ways that design-led companies are managed and the strategic consequences of these different business models.
  • Discuss and propose alternatives to the managerial models that are presented as solutions to the problem of global v. local dichotomy.”
Course prerequisites
No academic prerequisites
Prerequisites for registering for the exam
Number of mandatory activities: 1
Compulsory assignments (assessed approved/not approved)
Mandatory Mid-term Assignment: This assignment will be a quiz on the core concepts, theories, and methodological aspects of the course.
Examination
Home Assignment:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual
Size of written product Max. 15 pages
Assignment type Written assignment
Duration Written product to be submitted on specified date and time.
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Summer Term
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

The course is a collaboration between KADK (Royal Danish Academy of Fine Arts, Schools of Architecture, Design & Conservation) and CBS with the aim of providing students with competencies and knowledge that reside where design, architecture and business management meet – in design-led innovation and its commercialization. Half of the students will come from the area of design, and the other half will come from business studies.
The course introduces students to core concepts and methodologies from design work, and sheds light on how companies have turned these into assets and competitive advantage. The theoretical knowledge is then applied in workshops on pressing current issues of companies competing on design, and start-ups bridging the liability of newness through design.
A Preliminary Assignment asks students to prepare for the course. Students of design and architecture will be asked to look into the business management side of their profession, and students of business will be asked to investigate the role that design has played in the success of notable brands. The deliverable is a set of PowerPoint slides. For the Mandatory Mid-term Assignment students will take a quiz that will evaluate their mastery of the concepts, theories and methods that reflect the joint KADK-CBS perspective.
 
Class Schedule
 

Class Topic
Class 1 The Role of Design for Innovation and Entrepreneurship
Class 2 Design Thinking
Class 3 Preliminary Assignment – Project Review
Class 4 Design Tools
Class 5 Mandatory Mid-term Assignment – Project-based
Class 6 Business Modeling
Class 7 Innovation Strategy
Class 8 Marketing of Breakthrough Products and Services
Class 9 Managing the Financial Risks or Novelty
Class 10 Organizing Growth
Class 11 Comprehensive Review – Project-based
Teaching methods
This course is distinguished by its use of a studio pedagogy that stresses inquiry, experimentation, prototyping, and demonstration—done during class time and also outside of class. Presentations by experts, small lectures, and company visits will complement the studio elements. The core orientation is towards the interplay of ideation, analysis, and creative synthesis.
Further Information
Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 3 in order to 'jump-start' the learning process.
Expected literature

Brickley, Smith & Zimmerman (2009). Managerial Economics and Organizational Architecture, 5th. edition. McGraw-Hill. ISBN 978-0-07-128480-6., (Chapter 2 pp. 16 – 42; Chapter 2p. 16 – 42; Chapter 4 p. 106 – 134; Chapter 5 p. 142 – 172; Chapter 6 p. 178 – 201; Chapter 11 p.  340 – 361; Chapter 12 p. 363 – 388; Chapter 16 p. 485 – 511; Chapter 17 p.  520 – 548).

Stickdorn & Schneider (2011). This is service design thinking: Basics - Tools – Cases. 1st edition. Amsterdam: BIS Publishers. ISBN 9063692560, (p. 14 – 215).

Lawson (2006). How designers think: The design process demystified (4th. edition.) Oxford: Architectual Press, (p. 3 – 110).
·         Chung (2011). Changes in the role of designers in strategy. In Cooper, Junginger & Lockwood (eds), The handbook of design management. Oxford: Berg. ISBN 1847884881, (p. 260-275).

Kirzner (2008). The Alert and Creative Entrepreneur: A Clarification. IFN Working Paper No. 760, Stockholm: Research Institute of Industrial Economics, (p. 1-13).

Holcombe (2003). Progress and entrepreneurship. The Quarterly Journal of Austrian Economics, vol. 6, No. 3, fall, (p. 3-26).

Sanders & Stappers (2008). Co-creation and the new landscapes of design. CoDesign: International Journal of CoCreation in Design and the Arts, Vol. 4, No. 1. DOI: 10.1080/​15710880701875068, (p. 5-18).

Kimbell (2011). Rethinking Design Thinking: Part I. Design and Culture, Vol. 3, issue 3, DOI: 10.2752/​175470811X13071166525216, (p. 285–306).

Romme & Georges (2003). Making a Difference: Organization as Design. Organization Science, vol. 14, No. 5, September-October, (p. 558-573).

Verganti (2009). Design-Driven Innovation – Changing the Rules of Competition by Radically Innovating what Things Mean. Boston, MA: Harvard Business Press, (p. 2 – 87).

Osterwalder & Pigneur (2010). Business Model Generation. Hoboken, NJ: John Wiley & Sons, (p. 12 – 191).

Extra non-mandatory reading:

Cross (2011). Design thinking. Oxford: Berg.

Kelly & Kelly (2013). Creative Confidence. New York: Crown Business.
Last updated on 20-05-2014