• Assess the strategic role of innovation in companies and the historical perspective on the development of various technologies
• Define different types of innovations and managerial challenges related to those, especially the distinction between incremental and radical innovation
• Classify different management technologies for the management of innovation in operations and, in general, and being able to explain the concepts, their objectives, and application in practice.
• Distinguish between different views on the market-customer-technology relationships and the implications for company strategies and management of innovation activities.

The purpose of this course is twofold. First, we analyze how productivity can be increased via the right management tools. Generally, the success rate is 50 percent for both new products and a bit lower for new services. The problem with success rates constitutes a problem as many resources are allocated to nonprofitable activities. Hence, we will discuss how this can be improved with tools such as portfolio management and decision-making, voice-of-customer, Quality-Function-Deployment (QFD), KANOs design features, team composition, cross-functionality and the design of the Innovation Process, among others. 

However, as the second point, we embrace complexity and discuss the dilemmas in using these tools; do we imagine that we reduce uncertainty as we know more or are increasing ambiguity? Dilemmas are omnipresent in management practice, and we will attempt to put them into the open learning space during the course to equip you as much as possible to the so-called ‘real-life’ of innovation management. Hence, we will meet guest lectures that talk openly about solutions but also the difficulty in using and implementing them. Here, we shall use different theories from organizational theory and sociology to understand what qualifies as use and implementation. 

We will employ a textbook that is solutions-oriented and use journal articles to problematize. Another important point is that you will take part of a meta-theoretical journey where we will touch upon systems theory, contingency theory, decision-making theory, Actor-Network Theory, and others, to challenge the assumptions many scholars make about Innovation Management. Within the perspective of contingency theory, we will discuss the innovation process as market orientation (Stage-Gate) vs. customer orientation (Agile), but also the hybrid situation in which companies so often find themselves in practice.

The title of the course indicates that the turning point is new products and services, but we will also address business models as another innovation type together with process innovation. The title of the course could, therefore, be more appropriately be labeled “Managing complex New Product Development and Innovation.”

I am looking forward to seeing you. I always aim to create a ‘hyggelig’ (Danish word) learning environment. My strategy is to enable reflections to happen by being analytical in the classroom.

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Please be aware that this course is also a part of a minor in Process and Innovation Management

This course is part of the minor in Process Management and Innovation, but students can choose this course independently.

 

Books:

• Goffin and Michell (2017), Innovation Management

Some of the articles from the curriculum (changes may occur):

• Brown, S. L. & Eisenhardt, K. M. 1995, "Product Development: Past Research, Present Findings, and Future Directions", The Academy of Management Review, vol. 20, no. 2, pp. 343-378.
• Cooper, R., Dreher, A., (2010) “Voice-of-Customer Methods: What is the Best Source of New-Products Ideas?”, Marketing Management 19 (4): 38-43.
• Goffin, K., Varnes, J.C., van der Hoven, C., Koners U., (2012), ”Beyond the Voice of the Customer. Ethnographic Market Research” Research Technology Management, July-August.
• Christiansen, J. C. and Varnes, C. J.: (2009): "Formal rules in product development: sense-making and use, Journal of Product Innovation Management, Vol. 26, pp. 502-519.
• Christiansen, J. C. and Varnes, C. J.: (2007): "Making Decisions on Innovation: Meetings or Networks?", Creativity and Innovation Management Journal, Vol. 16, No. 3, pp. 282-298.  
• Bentzen, E., Christiansen, J.C., and Varnes, C.J. (2011): "Decision maker’s attention and quality of information at NPD meetings", Management Decision, Vol. 49, No. 3.
• Christiansen, J. C. and Varnes, C. J.: (2008): "From models to practice: decision-making at portfolio meetings", International Journal of Quality and Reliability Management, special issue: Best practice project portfolio management, Vol. 25, No. 1, pp. 87-101.