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2017/2018  KAN-CSIEO2006U  The Art of Innovation

English Title
The Art of Innovation

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Quarter
Start time of the course Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Social Sciences
Course coordinator
  • Shannon Hessel - MPP
Main academic disciplines
  • Innovation
  • Management
  • Organization
Last updated on 26-06-2017

Relevant links
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Explain and defend a position on why and how arts- and design- based practices matter to the creation of business value.
  • Demonstrate thorough knowledge of a set of work practices and management principles common to arts- and design-based innovation processes.
  • Make strategic decisions regarding the application of arts and design-based methods to innovation objectives.
  • Describe and differentiate between the design and management of visionary-led and collectively-driven creative group processes.
Course prerequisites
Only for students of the Master of Social Sciences in Organisational Innovation and Entrepreneurship
Examination
The Art of Innovation:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Case based assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Spring, Third quarter
Aids Open book: all written and electronic aids, including internet access
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
If the re-exam is held as an oral exam: It will be 20 minutes with no preparation and with an internal examiner and an internal second examiner.
Course content and structure

The work practices of artists and designers have become increasingly relevant in the current competitive business environment that favors novelty-based strategies and originality in outcomes. Arts- and design-based practices provide organizations with powerful methods for innovating products, services, systems and experiences. In this course, we investigate these work practices in order to learn how to strategically design and manage artful processes that lead to competitive advantage. We build our knowledge dynamically in class through micro-level analysis of the work of deeply expert arts and design practitioners, in order to develop intimate understanding of a set of extreme work practices and leadership strategies that generate emergent creativity while ensuring excellence in outcomes. This includes an emphasis on understanding the special conditions and capabilities that enable groups to engage in collaborative creativity.
 
The pedagogical approach is highly interactive and discussion based, driven by cases from arts organizations and design intensive companies. By engaging in Harvard Business School-style case discussions, students will learn how to make strategic decisions regarding the application of arts and design practices to organizational innovation. See "Teaching Methods" for further information.
Teaching methods
As stated in the course description, the pedagogical approach is highly interactive and discussion based, driven by cases from arts organizations and design intensive companies. By engaging in Harvard Business School-style case discussions, students will learn how to make strategic decisions regarding the application of arts and design practices to organizational innovation. Leveraging the instructor’s experience as a professional arts practitioner, case issues will be elaborated upon with practical exercises in class. As much of our knowledge will be created in class, it is crucial that students come well prepared for discussion—having completed the reading and reflected on assignment question—and willing to participate. Participating in the exercise of case analysis and debate in the classroom directly prepares the student for the exam.
Feedback during the teaching period
Students receive feedback from the instructor and peers during the course of highly interactive case discussions, in small groups and in plenary. By participating in discussions, students practice the skill of making arguments based on case analysis, supporting and defending their perspectives. Feedback will also be offered on the basis of group exercises, where we reflect together on learning experiences.
Student workload
Participation in case-discussions and lectures 33 hours
Preparation for case-discussion and lectures, e.g. reading and reflection 132 hours
Exam (including exam preparation) 41 hours
Expected literature

Literature (representative list, subject to change):

 

Austin, Robert D. and Daniela Beyersdorfer. (2006.) “Vipp A/S.” HBS No. 607-052. Boston: Harvard Business School Publishing.

 

Austin, Rob and Lee Devin. (2010.) “Not just a pretty face: economic drivers behind the arts-in-business movement,” Journal of Business Strategy, Vol. 31, No. 4: 59-69.

 

Austin, Robert D. and Richard L. Nolan. “Bridging the Gap Between Stewards and Creators,” MIT Sloan Management Review, Winter 2007.

 

Austin, Robert D., Richard L. Nolan and Shannon O’Donnell. (2007). “The Boeing Company: Moonshine Shop.” HBS No. 607-130. Boston, MA: Harvard Business School Publishing.

 

Austin, Robert D. and Shannon O’Donnell. (2007.) ”Paul Robertson and the Medici String Quartet.” HBS No. 607-083. Boston: Harvard Business School Publishing.

 

Austin, Robert D., Shannon O’Donnell and Dorte Krogh. (2009.) “Moods of Norway.” HBS No. 609-106. Boston: Harvard Business School Publishing.

 

Austin, Robert D., Shannon O’Donnell and Silje Kamille Friis. (2006.) “e-Types A/S.” HBS No. 606-118. Boston: Harvard Business School Publishing.

 

Austin, Robert D. and Brooke Spangler. (2000). “The People’s Light and Theatre Company.” HBS No. 600-055. Boston: Harvard Business School Publishing.

 

Brown, Tim. (2008). Design Thinking. Boston: Harvard Business Review.

 

Catmull, Ed. (2008). How Pixar Fosters Collective Creativity. Harvard Business Review, September 2008. Reprint R0809D. Boston, MA: Harvard Business Publishing.

 

Edmondson, Amy C. and Laura R. Feldman (2013). Phase Zero: Introducing new services at IDEO (A). HBS Case 605-069. Boston, MA: Harvard Business School Publishing.

 

Edmondson, Amy C. and Laura R. Feldman (2013). Phase Zero: Introducing new services at IDEO (B). HBS Case 605-069. Boston, MA: Harvard Business School Publishing.

 

Edmondson, Amy C., Robert G. Eccles and Mona Sinha. (2011). Mistry Architects (A). Case 609-044. Boston, MA: Harvard Business School Publishing.

 

Gagnon, Suzanne; Heather C. Vough; Robert Nickerson. (2012). "Learning to Lead, Unscripted: Developing Affiliative Leadership Through Improvisational Theatre." Human Resource Development Review 11 (3):299-325.

 

Harvey, Sarah. “Creative Synthesis: Exploring the process of extraordinary group creativity.” Academy of Management Review 2014, 39 (3): 324-343.

 

Hammond, John S. (2002). Learning by the Case Method. HBS Case 376-241. Boston: Harvard Business School Publishing.

 

Lange, Ann-Christina Petersen. (2012). Chapter 5: A Study of Cinema: Dogma, Rules and Reality. Inclusive Differentiation: A Study of Artistic Techniques and Devices of Innovation. London, UK: Goldsmiths, University of London: 103-128.

 

Maier, Esther R. and Oana Branzei. (2014). ‘On time and on budget’: Harnessing creativity in large scale projects. International Journal of Project Management, 32 (7): 1123-1133.

 

Postrel, Virginia. (2004.) Excerpt from Chapter 1. The Aesthetic Imperative. The Substance of Style: How the rise of aesthetic value is remaking commerce, culture and consciousness. New York, NY: Harper Perennial: 1-25.

 

Sanders, Elizabeth B.-N, and Pieter Jan Stappers. (2008).Co-creation and the New Landscapes of Design. CoDesign: Vol 4 (1), p. 5-18.

 

Sutton, Robert L. (2001). The Weird Rules of Creativity. Harvard Business Review, September 2001: 96-103.

 

Thomke, Stefan. (2001.) “BMW AG: The Digital Car Project (A). HBS No. 699-044. Boston: Havard Business School Publishing.

 

Verganti, Roberto. (2006). “Innovating Through Design.” Harvard Business Review, December 2006: 114-122. 
Last updated on 26-06-2017