Module Leader:

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Danish School of Education Aarhus University

164 Tuborgvej, 2400 Copenhagen NV, Denmark

T: +45 871 51817 · E: hbo@au.dk www.laics.net

* the teaching plan may be subject to minor changes and students will be informed accordingly

Master in Leadership and Innovation in Complex Systems (LAICS) MODULE 2: The Business of Innovation (15 ECTS) *

Spring 2018

Module Leader:

Susanne Justesen PhD, External Lecturer CBS, susanne@innoversity.dk

Teaching Faculty:

Lotte Darsø, Associate Professor, DPU/Aarhus University, lda@edu.au.dk Susanne Justesen, PhD, External Lecturer CBS, susanne@innoversity.dk Daniel Hjorth, Professor CBS, dhj.lpf@cbs.dk

Lars Thøger Christensen, Professor CBS, ltc.msc@cbs.dk Bettina von Stamm, PhD, Director Innovation Leadership Forum

Karen Norman, Visiting Professor at Hertfordshire Business School and University of London

Ariane Berthoin Antal, PhD, Research Director Social Science Research Centre Berlin

Peter Coughlan, Ph.D. Bainbridge Graduate Institute, Seattle and formerly IDEO, Palo Alto, USA

Supervisors:

Lotte Darsø, Associate Professor, DPU/Aarhus University, lda@edu.au.dk Jamie Wallace, Assistant Professor DPU/Aarhus University, jwa@edu.au.dk Susanne Justesen, PhD, External Lecturer CBS, susanne@innoversity.dk Lars Thøger Christensen, Professor CBS, ltc.msc@cbs.dk (to be confirmed)

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Special Guests:

Majken Præstbro, Head of Relations, Center for Offentlig Innovation / LAICS Alumnus 2012 (to be confirmed)

Lotte Møller, Art Historian independent curator, Die Raum Berlin

Practical Information:

LAICS Module 2 consists of three seminars - each lasting 3½ to 4 days:

 SEMINAR 1: The practice of Innovative Business Development 31 January - 3 February // Havreholm Slot, Hornbæk (Denmark)

 SEMINAR 2: Complexity, Communication, Diversity and Innovation 28 February - 3 March // Egelund Slot, Fredensborg (Denmark)

 SEMINAR 3: Physical and Mental Space for Innovation

10-13 April // Hotel Amano, Berlin (Germany) * group travel dept. CPH 11.00 on 10/4 and on return flight arrival CPH. 18.55 on 13/4

SEMINAR 1: starts and ends with lunch at 12.00 on first and last day.

SEMINAR 2: starts and ends with lunch at 12.00 on first and last day.

SEMINAR 3: starts at 14.00 on first day and ends at 15.00 on last day – excluding travel time.

Each seminar is followed by a period where the participants complete assignments, work in groups and participate in virtual dialogue. The module is taught in English.

All discussions, assignments and exams, both virtual and during workshops, are conducted in English.

Purpose:

This module introduces analytical tools, models and approaches enabling the students to turn innovation into business. The module provides knowledge on complexity theory, diversity, communication and discursive power processes. It examines the impact of mental space and physical environment on creativity, innovation and leadership.

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Content:

1. New business models and strategies for innovation.

2. Theories of complexity, diversity, power and communication.

3. Physical, mental and aesthetic spaces for innovation.

4. Design thinking and artistic interventions

Learning and Teaching Approach:

The module examines innovation and leadership from a ‘real-world’, practice-based perspective. The learning and teaching approach emphasizes engaging intellect, senses, emotions and body as well as artefacts through:

 Residential seminar

 Group work

 Self-study

 Peer-learning

 Experiential problem-based learning

 Playful learning

 Arts-based learning

 Lectures

 Reflection and Learning Journals

Exam Form:

The exam form of this module is a mini-project and an individual oral exam. A mini- project is a written report produced by students individually or in groups of two or three. If written by one student, the mini-project must not exceed 15 normal pages, including notes and list of literature but excluding appendices. If the mini- project is written by a group of students, the required number of pages increases (two students: 20 normal pages, three students: 25 normal pages).

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Further details in the LAICS Master academic regulations at

https://mit.au.dk/EDDI/webservices/DokOrdningService.cfc?method=visGodkendtO rdning&dokOrdningId=2216&sprog=en

Supervision and Feedback

Supervisors will be assigned immediately after seminar 3 when the students have submitted a draft problem formulation (an open question) and a short description of what they intend to do, and which theories they plan to apply. Supervisors agree a supervision plan with their respective students. The supervision format consists of group and/or individual supervision sessions in person, by email, phone and/or Skype.

Evaluation

At the end of each seminar students are invited to provide feedback- consisting of a short oral evaluation during the “check-out” on the last day of the seminar,

followed by a short written evaluation survey which is sent out electronically immediately after the seminar.

At the end of each semester students are invited to participate in an electronic evaluation survey which is sent out by the study board as part of the university’s quality assurance policy – further information at

http://edu.medarbejdere.au.dk/undervisere/undervisningsevaluering/

Textbooks – students are advised to purchase these books or gain access via the library

Csikszentmihalyi, M. (2003). Good Business. Leadership, Flow and the Making of Meaning. London: Hodder & Stoughton.

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Morgan, G. (2006). Images of Organization. Thousand Oaks, CA: Sage Publications.

Schrage, M. (2000). Serious Play. How the world’s best companies simulate to innovate. Boston, MA: Harvard Business School Press.

Library – students must access the following texts at http://library.au.dk/

Afuah, A. N. & Bahram, N. (1995). The hypercube of innovation. Research Policy 24(1), 51-76.

Brown, J. S. & Duguid, P. (1991). Organizational Learning and Communities-of- Practice: Toward a Unified View of Working, Learning and Innovation. Organization Science, 2(1), 40-57.

Chan Kim, W. & Mauborgne, R. (1999). Creating New Market Space. Harvard Business Review, Jan-Feb. 1-14.

Chesbrough, H. W. & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change 11(3), 529-555.

Christensen, C., Marx, M. & Stevensen, H. (2006). The tools of cooperation and change. Harvard Business Review 1, 73-80.

Cialdini, R. B. (2001). Harnessing the Science of Persuasion. Harvard Business Review 79(9), 72-79.

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Coughlan, P. & Suri, F. J. & Canales, K. (2007). Prototypes as (Design) Tools for Behavioral and Organizational Change. A Design-Based Approach to Help Organizations Change Work Behaviors. The Journal of Applied Behavioral Science, 43(1), 122-134.

Fayard, A. & Weeks, J. (2011). Who moved my cube? Creating workspace that actually foster collaboration. Harvard Business Review 89(78), 102-110.

Francis, D. & Bessant, J. (2005). The four Ps: Targeting innovation and implications for capability development. Technovation, 25(3), 171-183.

Hamel, G. (2006). The Why, What and How of Management Innovation. Harvard Business Review, 84(2), 72-84.

Hjorth, D. (2005). Organizational Entrepreneurship - With de Certeau on Creating Heterotopias (or Spaces for Play. Journal of Management Inquiry, 14(49), 386-398.

Johnson, M. W., Christensen, C. C. & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 50-59.

Kristensen, T. (2004). The Physical Context of Creativity. Creativity and Innovation Management. Blackwell Publishing Ltd. 13(2), 89-96.

McLean L. D. (2005). Organizational Culture´s Influence on Creativity and Innovation: A Review of the Literature and Implications for Human Resource Development. Advances in Developing Human Resource, 7(2), 226-246.

Mowles, C., Stacy, R. & Griffin, S. (2008). What Contribution Can Insight from the Complexity Sciences Make to the Theory and Practice of Development

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Management? Journal of International Development, 20(6), 804-820.

Philips, K.W. (2014). How diversity works. Scientific America, 311(4), 43-47

Sanders, E B.-N. & Stappers, P. J. (2014). Probes, toolkits and prototypes:

three approaches to making in codesigning. CoDesign, 10(1), 5-14.

Compendium:

Berthoin Antal, A. & Strauß, A. (2016). Multistakeholder perspectives on

searching for evidence of values-added in artistic interventions in organisations. In:

Sköldberg,U. J., Woodilla, J. & Berthoin Antal A., (eds.), Artistic interventions in organisations: Research, Theory and Practice (pp. 37-59). Abington, Oxon:

Routledge.

Bessant, J., Möslein, K. & Von Stamm, B. (2009, 22^nd June). In Search for Innovation. Wall Street Journal.

Boland, R. & Collopy, F. (2004). Design Matters for Management. In: Boland, R.

& Collopy, F. (eds.) Managing as Designing (pp. 1-18). Stanford, CA: Stanford Business Books.

Coughlan, P. & Prokopoff, I. (2004). Managing Change, by Design. In: Boland, R. & Collopy, F. (eds.). Managing as Designing (pp. 188-192). Stanford, CA:

Stanford Business Books.

Ekvall, G. (1991). The organizational culture of idea-management: a creative climate for the management of ideas. In: Henry, J. & Walker, D. (eds.). Managing Innovation (pp. 73-80). Thousand Oaks, CA: Sage Publications.

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Flyverbom, M., Christensen, T. L., Hansen, K. H. (2015). The Transparency–

Power Nexus: Observational and Regularizing Control. Management Communication Quarterly, 29(3), 385-410.

Foucault, M. (1984). The Subject and Power. In: Faubion, J.D. (ed.), Power:

Essential works of Foucault 1954-1984 (Vol. 3. pp. 326-348). London: Penguin Books.

Gabarro, J. & Kotter, J. P. (2006). Managing your boss. Harvard Business Review, 83(1), 92-99.

Gehry, F.O. (2004). Reflections on Designing and Architechtural Practice. In:

Boland, R. & Collopy, F. (eds.) Managing as Designing (pp. 19-35). Stanford, CA:

Stanford Business Books.

Guterl, F. (2014). The Inclusion Equation. Scientific America, 311(4), 39-41

Halse, J. (2014). Tools of Ideation: Evocative Visualization and Playful Modelling as Drivers of the Policy Process. In: Bason, Christian (eds.), Design for Policy (pp.

201-212). Farnham: Gower Publishing Ltd.

Hatch, M. J. & Cunliffe, A.L. (2013). Organization Theory. Modern, Symbolic and Postmodern Perspectives (pp. 200-229). Oxford: Oxford University Press.

Herrmann, N. (1988). The Creative Brain (pp. 281-309). Lake Lure, NC: The Ned Herrmann Group: Brain Books.

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Hill, S.C. (2014). In pursuit of the best ideas. Scientific America, 311(4), 47-51.

Justesen, S. (2008). Innovation Management as Nexialism. Innovation

management understood as the ability to leverage diversity, by combining domains of knowledge that have not previously been combined. Innoversity Working Paper 2008 (1). Copenhagen: Innoversity Research Copenhagen wwww.innoversity.org -

Kahneman, D. (2011). Thinking, Fast and Slow (pp.3-38). New York, NY: Farrar, Straus and Giroux.

Katz, B.R., Preez, N.D. & Schutte, C. (2010, October). Definition and role of an Innovation Strategy. Paper presented at SAIIE Annual Conference 2010, Glenburn Lodge, Muldersdrift, Gauteng.

Kim, L., Mažar, N., Zhao, M. & Soman, D. (2013). A Practitioner’s Guide To Nudging. Research Report Series. Behavioural Economics. Rotman School of Management, University of Toronto, 15 March, 2013, 1-28.

Kimbell, L. (2012). Rethinking Design Thinking: Part II. Design and Culture, 4(2), 129–148.

Liedtka, J. & Mintzberg, H. (2006). Time for Design. Design Management Review, first printed in DMR, 17(2), 10-18.

Mumby, D. K. (2012). Organizational Communication – A critical approach (pp.3- 28;157-179). Thousand Oaks, CA: Sage Publications.

Norman, K. (2004) National Healthcare Strategy and the Management of

Risk: Project 3. Unpublished PhD thesis. Hertfordshire: University of Hertfordshire.

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Norman K, (2012). A Uniform Experience? Reflections on implementing rules into practice. International Journal of leadership in Public Health Services, 8(4), 2012, 191-201.

Osterwalder, A., Pigneur, Y. & Tucci, C.L. (2005). Clarifying Business Models:

Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16(1), 1-26.

Plaut, S. (2014). Invite Everyone In. Scientific America, 311(4), 52-57

Scientific America´s Board of Editors (2014). Preferential Treatment Good Intentions are not enough to end racial and gender bias. Scientific America, 311(4),12.

Shaw, P. (2002). Changing Conversations in Organisations. A Complexity Approach to Change. (pp. 1-22; 39-71), Abington, Oxon: Routledge.

Stacey, R. D. and Mowles, C. (2015). Strategic Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking about Organisations (7^h edition, pp. 302-336) London: Pearson Education.

Tushman, M. L. & O’Reilley, C.A. (1996). Ambidextrious Organizations.

California Management Review, 38(4), 8-30.

Velegol, D. (2013). Center. A sytem of six practices for pursuing your passions and purposes in self, family, work, and community (pp. 32-59). State College, PA:

Wild Scholars Media.

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Von Stamm, B. (2004): Innovation: What's Design Got to do with it. Design Management Review, 15(1), 8-19.

Von Stamm, B. (2012): The future of innovation. Innovation Quarterly Summer, 48-50.

Wedell-Wedellsborg, T. & Miller, P. (2014). Get More Actionable Ideas from Your Employees. Harvard Business Review Blog, 25 November 2014.

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Teaching Plan – OVERVIEW:

DATE SUBJECT FACULTY &

Guests

SEMINAR 1

incl. meals & breaks , journal writing and reflection, walk &

talks

The Practice of Innovative Business Development

Wednesday 31 Jan 12.00-21.30

 Welcome & Introduction

 Process to get to know each other

 Finding your sweet spot/How to create your entrepreneurial path

 Learning from real-life cases/How do we move from idea to business

Susanne Justesen

Thursday 1 Feb 09.00-21.30

 Organisational Entrepreneurship

 Succeeding through Collaboration

 Pitching your value proposition

 Innovation Case

Daniel Hjorth Susanne Justesen

Friday 2 Feb 09.00-20.00

 Making Innovation happen

 Establishing your business case for innovation

Bettina von Stamm

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Saturday 3 Feb 09.00-13.00

 Pitching ideas and business plans in smaller groups

 Where to go from here

 Harvesting and sense-making

 Evaluation and check-out

Susanne Justesen

SEMINAR 2

talks

Complexity, Communication, Diversity and Innovation

Wednesday 28 Feb 12.00-21.30

 Check in and inter-seminar reflections

 Introduction to the programme

 Literature bazaar/group work on literature

 Navigating the paradoxes of diversity in innovation practice.

Susanne Justesen Majken Præstbro

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Thursday 1 March 09.00-21.30

 Introducing complexity thinking about organisations: intentions and emergence

 Communicative interaction as the basis of going on together in organisations, the importance of everyday, ordinary local interaction

 Power and ideology in making choices in organisations

 Exploring the intersections between diversity, complexity and innovation leadership in groups

Karen Norman Susanne Justesen

Friday 2 March 09.00 – 21.30

 An introduction and overview of theories of power and control and in depth in and around organisations

 Overview of different perspectives on and forms of power and control

 In-depth discussions about the role of communication and discourses, subjects, identity and discipline in organizational control.

 Case studies/Empirical cases that can help us unpack and operationalize these insights in relation to concrete organizational processes

Lars Thøger Christensen Susanne Justesen

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Saturday 3 March 09.00-13.00

 Harvesting & sense-making/ what did we learn and how does it all relate to

innovation practices in our organisations

 Mini-project & exams/problem formulation

 Intro to seminar 3

 Evaluation and Check-out

Susanne Justesen

SEMINAR 3

talks

Physical and Mental Space for Innovation

Tuesday 10 April 14.00-21.30

 Check in and inter-seminar reflections

 Introduction to the programme

 Literature presentations/group work on literature

 Intro to interviews + group work

Lotte Darsø

Wednesday 11 Aprill 09.00-21.30

 When Art enters Organisational Spaces

 Agora

 Exploring Berlin

 Die Denkerei



^Reichstag

Ariane Antal Lotte Darsø Lotte Møller

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Thursday 12 April 09.00-21.30

 Introduction to the day

 INSPIRE / group work

 IDEATE / group work

 IMPLEMENT / group work

 Presenting and sharing of group work and making sense of the day

Peter Coughlan Lotte Darsø

Friday 13 April 09.00-15.00

 Innovative Organisational Culture and Climate

 Harvesting & sense-making

 Mini-project & problem formulation

 Evaluation and Check-out

Lotte Darsø

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SEMINAR 1: The Practice of Innovative Business Development 31 January - 3 February // Havreholm Slot, Hornbæk (Denmark)

Seminar Leader:

Susanne Justesen PhD, External Lecturer CBS

Faculty:

Susanne Justesen, PhD, External Lecturer CBS Daniel Hjorth, Professor CBS

Bettina von Stamm, PhD, Director Innovation Leadership Forum

Guest:

(to be confirmed)

Purpose:

There are many innovative approaches to business development. In order to be able to turn a given approach into value for the company, we will explore the creation of new business ventures and new business models. We will look at the challenge of developing the business plan and how to take it through the

organisation to implementation. The seminar blends theory and practice, lectures and exercises, individual process with group process, and none the least the process itself, from finding your own sweet spot, to developing your own business venture and business plan, drawing on theory in practice.

Upon completion of this seminar the participant will be able to:

 analyse, discuss and communicate new business models and strategies for innovation in their own organisation.

 reflect on, analyse, evaluate and formulate problems and challenges in relation to managing and implementing new business plans in their own organisation.

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Content:

 New business models and strategies for innovation.

Reading Guide to literature:

There are a range of different themes involved the practice of innovative business development. Among these are early concept and idea development (creating value propositions), organisational entrepreneurship, new business models and the

making of a business plan.

The literature has been chosen to assist you in the process of turning a new idea into a business venture, by building an economically sustainable business model around your idea. In the seminar you will therefore be working as an organisational entrepreneur yourself; developing a value proposition which will guide you in setting up a completely new business venture. The major part of our literature focuses on the business model (what a strong business model is from different theoretical perspectives). We will primarily be using the Osterwalder Business Model Canvas in the seminar, as our practical approach to innovative business development, but will be using all of the different theories to support the process.

The purpose of this reading guide is to provide you with an overview of the different articles, which will hopefully assist you in preparing for the seminar and how to get the most from your reading and your preparation. The quality of your learning very much depends on your reading and preparation beforehand.

At the seminar you will be teamed up in pairs and prepare posters for your presentation at the Article Bazar - a collective learning process where your reflections around the literature will be shared and activated.

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Afuah, A. N. & Bahram, N. (1995). The hypercube of innovation. Research Policy 24(1), 51-76.

This article is almost a classic with their hypercube of innovation, which provides a more systemic perspective on the different stakeholders involved in the innovation value chain; and discusses different types of innovation from these different perspectives. Can be skimmed, but make sure you get a thorough understanding of the hypercube, which is a very useful model.

Bessant, J., Möslein, K. & Von Stamm, B. (2009, 22^nd June). In Search for Innovation. Wall Street Journal. - COMPENDIUM

When setting off on the innovation journey, we need new ideas, but how do we find them? This article discusses a range of different strategies and approaches that companies can apply and use, when searching for new idea, innovation, new problems and new possibilities.

Chan Kim, W. & Mauborgne, R. (1999). Creating New Market Space. Harvard Business Review, Jan-Feb. 1-14.

This article precedes their famous Blue Ocean Strategy -book, and argues for a more systematic approach to value innovation by studying existing value curves within a market and ask which factors should be reduced, created, eliminated or raised in order to create new value within that particular market. If you are already familiar with their book, this is quickly skimmed, if you are not, it is an important read.

Chesbrough, H. W. & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change 11(3), 529-555.

Important article because it discusses what a business model is, can and should be, which provides for a good basic understanding regarding business model design and implementation; even if primarily from a technology-perspectives; so make sure you translate into your own domain when reading. You may choose to not spend to much energy on their technology discussions.

Christensen, C., Marx, M. & Stevensen, H. (2006). The tools of cooperation and change. Harvard Business Review 1, 73-80.

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The article introduces an Agreement Matrix which is interesting for thinking

differently about cooperation; and about innovation too. When you read the article, think about which quadrant your organisation would be positioned in; and how that will impact on your own ability to launch new business ventures. Interesting also their tool of disagregation, which could maybe be relevant when launching a new business venture

Cialdini, R. B. (2001). Harnessing the Science of Persuasion. Harvard Business Review 79(9), 72-79.

The six principles in this article describe how people evaluate information and form decisions. When attempting to launch a new business venture, the ability to present your idea to others is crucial, and this article explores the science of persuasion and what can be learned from this field of research, when embarking on innovative business development.

Francis, D. & Bessant, J. (2005). The four Ps: Targeting innovation and implications for capability development. Technovation, 25(3), 171-183.

The 4P approach introduced in this article can be highly useful in deciding on the future innovation agenda, ambition and scope - to help building and sustaining the proper innovation management capabilities.

Gabarro, J. & Kotter, J. P. (2006). Managing your boss. Harvard Business Review, 83(1), 92-99. - COMPENDIUM

An HBR Classic, emphasising the importance of managing relationships upwards within your organisation - an even more important paper if want to be an organisational entrepreneur. Are you experiencing counter-dependent or

overdependent behaviour towards your boss? And maybe even give their checklist a try to see how good you yourself are a managing your boss…

Hamel, G. (2006). The Why, What and How of Management Innovation. Harvard Business Review, 84(2), 72-84.

This article focuses on the innovation and development of management, e.g. the invention and implementation of new management practices within organisations.

Could that maybe be your next business venture? The article addresses also how to become a management innovator.

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Hjorth, D. (2005). Organizational Entrepreneurship - With de Certeau on Creating Heterotopias (or Spaces for Play. Journal of Management Inquiry, 14(49), 386-398.

This article discusses the relation between managerialism, understood as as the established order, and organisational entrepreneurship, understood as as creativity within such order. The article also introduces Focaults interesting concept

“heterotopia”, which escribes the creation of certain entrepreneurship spaces where creativity and imagination may exist.

Johnson, M. W., Christensen, C. C. & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 50-59.

This article defines business models, and the most important elements of a valuable business model; while also arguing that most innovation will not come from

established businesses, but rather from new businesses, and especially from completely new business models.

Kahneman, D. (2011). Thinking, Fast and Slow (pp.3-38). New York, NY: Farrar, Straus and Giroux. - COMPENDIUM

The introduction plus the first two chapters of Nobel Prize winner Kahneman in his most famous book which describes the research he conducted over decades regarding decision-making and biases. This is only the very first part of the book which describes the dichotomy between two modes of thought: "System 1" is fast, instinctive and emotional and "System 2”, which is slower, more deliberative, and more logical. Highly important to be aware of these modes of thinking when high levels of risk are involved.

Katz, B.R., Preez, N.D. & Schutte, C. (2010, October). Definition and role of an Innovation Strategy. Paper presented at SAIIE Annual Conference 2010, Glenburn Lodge, Muldersdrift, Gauteng. - COMPENDIUM

This is a very good and basic introduction to an innovation strategy. What is an innovation strategy? How do you create an innovation strategy for your

organisation? Or maybe for a new business venture? The article also describes an innovation strategy model, which introduces the nine most important component of an innovation strategy.

Kim, L., Mažar, N., Zhao, M. & Soman, D. (2013). A Practitioner’s Guide To Nudging. Research Report Series. Behavioural Economics. Rotman School of Management, University of Toronto, 15 March, 2013, 1-28. - COMPENDIUM

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Nudging is a relatively new “movement” within the field of behavioural science, and has provided a strong new set of tools to the field of behavioural design, which is of relevance to any organisational entrepreneur. This paper provides a good overview of the field of nudging, from a practitioner perspective.

Osterwalder, A., Pigneur, Y. & Tucci, C.L. (2005). Clarifying Business Models:

Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16(1), 1-26. - COMPENDIUM

In the seminar we will be making use of the Osterwalder Business Model Canvas, and you will be provided with visuals and tools from his most recent books on value propositions (2014) and none the least his book from 2010 entitled “Business Model Generation” (highly recommended). This article describes the research behind the Business Model Canvas. Please also take a look at this short video, which goes through the nine elements of the Business Model Canvas:

https://www.youtube.com/watch?v=QoAOzMTLP5s

Tushman, M. L. & O’Reilley, C.A. (1996). Ambidextrious Organizations.

California Management Review, 38(4), 8-30. - COMPENDIUM

In this article, Tushman & O’Reilley argues that organisations need to be able to implement both incremental and radical innovation; which also means that

managers must be willing to cannibalise their own business from time to time. Even so, most companies seem to steer clear of radical and revolutionary change and instead pursue minor, incremental changes, using the famous Machiavelli quote:

“For he who innovates will have for enemies all those who are well off under the old order of things, and only lukewarm supporters in those who might be better off under the new”

Velegol, D. (2013). Center. A sytem of six practices for pursuing your passions and purposes in self, family, work, and community (pp. 32-59). State College, PA:

Wild Scholars Media. - COMPENDIUM

In this chapter on Entrepreneurship, Velegol offers a practitioner’s guide to entrepreneurship about how to get started; with different exercises that we will experiment with both on the seminar and in preparation for seminar 2. Among other things, he encourages entrepreneurs to always keep an Idea Journal and a Failure Resume.

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Von Stamm, B. (2004): Innovation: What's Design Got to do with it. Design Management Review, 15(1), 8-19. - COMPENDIUM

This article by Von Stamm discusses the role of design in innovation, and how design is and should be viewed as highly important to the creation of innovative products, processes and services; especially when focusing on ideas as value propositions. In this context, design is described as the process by which information is transformed into a tangible outcome.

Von Stamm, B. (2012): The future of innovation. Innovation Quarterly Summer, 48-50. - COMPENDIUM

In this article Von Stamm discusses the “hype of innovation”, and encourages innovation managers and practitioners to think differently about the who, the what and the how of innovation. Are we innovating for ourselves, for the planet or for GDP-growth?

Wedell-Wedellsborg, T. & Miller, P. (2014). Get More Actionable Ideas from Your Employees. Harvard Business Review Blog, 25 November 2014.

COMPENDIUM

This very brief article departs from the important question: “Why do so many people have their ideas rejected by their own companies?”. The article is based on their highly recommendable book from 2013: Innovation as Usual: How to Help Your People Bring Great Ideas to Life”. The article briefly discusses where to look for ideas, which type of outcomes people and ideas should be targeting, and none the least: Which kind of impact is required for an idea to be “worth while”.

Preparation prior to seminar:

Students are expected to:

 Read the seminar literature according to the reading guide. At the seminar you will be teamed up in pairs and prepare posters for the Article Bazar

presentation.



Prepare a business venture idea (instructions will be sent out and posted on Blackboard prior to the seminar).

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SEMINAR 2: Complexity, Communication, Diversity and Innovation 28 February - 3 March // Egelund Slot, Fredensborg (Denmark)

Seminar Leader:

Susanne Justesen PhD, External Lecturer CBS

Faculty:

Susanne Justesen, PhD, External Lecturer CBS Lars Thøger Christensen, Professor CBS

Karen Norman, Visiting Professor Hertfordshire Business School & University of London

Special Guests:

Majken Præstbro, Head of Relations, Center for Offentlig Innovation / LAICS alumnus 2012 (to be confirmed)

Purpose:

At this seminar students will examine the interplay between complexity,

communication, diversity, power and control in order to increase the potential for innovation in his/her organisation. Students will be introduced to complexity theory as well as theoretical conceptions and the practical workings of diversity,

communication and power in organizations. The seminar is highly interactive in its form, with classical lectures combined with in-depth discussions of literature, combined with practical exercises helping you digest the literature, theory and models of the seminar.

 demonstrate understanding and insight into how power, diversity and communication can optimise innovation in own organisation.

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 demonstrate insight into, and reflect on, complexity theories and different perspectives on communication and power in organisations.

Content:

 Theories of complexity, diversity, power and communication.

Reading guide to literature:

There are three overarching themes for this seminar, themes that are all very closely interrelated, namely diversity, communication (focusing on power & control) and complexity. The purpose of this reading guide is to assist you in preparing for the seminar and to help you structure your reading.

This seminar is one of the more complex seminars, and the quality of your learning very much depends on your reading beforehand. I hope this guide will be helpful.

It is recommended that you read the literature for one theme at a time, and if possible, that you read them in the sequence (order of priority) listed below.

You will be teamed up in pairs prior to the seminar and prepare presentation posters for the Article Bazar - a collective learning process where your reflections around the literature will be shared and activated.

1. Navigating the paradoxes of DIVERSITY in innovation

This session by Susanne Justesen focuses on the role of knowledge diversity in innovation practice, and how to avoid homogeneity in innovation teams and processes. The articles provide an overview of the limitations of existing diversity theory and provides you with a different perspective on diversity from a knowledge perspective, and the potentials of diversity in an innovation context.

Justesen, S. (2008). Innovation Management as Nexialism. Innovation

management understood as the ability to leverage diversity, by combining domains

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of knowledge that have not previously been combined. Innoversity Working Paper 2008 (1). Copenhagen: Innoversity Research Copenhagen wwww.innoversity.org – COMPENDIUM

Set of short articles from Scientific American and their theme on Diversity from October 2014 (Volume 311, Number 4):

 Scientific America´s Board of Editors (2014). Preferential Treatment Good Intentions are not enough to end racial and gender bias. Scientific America, 311(4),12. – COMPENDIUM

 Guterl, F. (2014). The Inclusion Equation. Scientific America, 311(4), 39-41. – COMPENDIUM

 Philips, K.W. (2014). How diversity works. Scientific America, 311(4), 43-47

 Hill, S.C. (2014). In pursuit of the best ideas. Scientific America, 311(4), 47- 51. – COMPENDIUM

 Plaut, S. (2014). Invite Everyone In. Scientific America, 311(4), 52-57. – COMPENDIUM

2. COMMUNICATION, control and power in organisations

This session by Lars Thøger Christensen focus on the concept of power, and the centrality of control in organisations, through means of communication. In the texts you are provided with different perspectives as to the implications of such

discourses when used in the organisational context.

The first texts are two chapters by Mumby (2012), focusing on organisational communication, and explores the organisational context as communicative structures of control - but also the different dimensions of power within

organisations, with a particular focus on the concept of "hidden transcripts". The text by Foucault (1984) discusses how power and control plays out in different positions, traits, knowledge, rewards etc. It is not a thing or a resource, but a relational dynamic, working through differentiations, objectives, practices, institutionalisations, rationalisation etc. Power also works through particular

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discourses, such as scientific management, corporate culture, flexibility,

empowerment etc. The last article by Flyverbom (2014) addresses the complex role of transparency in organisations, and how transparency affects and defines power and control in our organisations, directly and indirectly.

 Mumby, D. K. (2012). Organizational Communication – A critical approach (pp.3-28;157-179). Thousand Oaks, CA: Sage Publications. – COMPENDIUM

 Foucault, M. (1984). The Subject and Power. In: Faubion, J.D. (ed.), Power:

Essential works of Foucault 1954-1984 (Vol. 3. pp. 326-348). London: Penguin Books. – COMPENDIUM

 Flyverbom, M., Christensen, T. L., Hansen, K. H. (2015). The Transparency–Power Nexus: Observational and Regularizing Control.

Management Communication Quarterly, 29(3), 385-410. - COMPENDIUM

3. COMPLEXITY and power in and around organisations

This session by Karen Norman focuses on the role of complexity, power and communication in organisations, and the literature provides different perspectives on the usefulness of complexity theory and complexity science.

The first text by Stacey & Mowles (2015) introduces some of the basic "concepts" of complexity theory, such as the "theory of complex responsive processes", and organisational life as stable predictability or regular irregularities - where change occurs as a consequence of the interplay of plans and intensions of different individuals.

The text by Norman (2012) is an interesting reflection on the complexity and the paradoxes of “implementation” in organisations, from a leadership perspective.

Where the other text by Norman (2004) explores the many complexities and paradoxes of organisational life in a hospital, trying to make sense of different strategic leadership phenomena, such as “structures”, “strategy, “organisational design”, “performance”, and “casuality” and none the least the importance of roles, relationships and accountability in trying to make sense of such phenomena.

The next article by Mowles, Stacey & Griffin (2008) offers a complexity perspective on management and on organisational life, in which they challenge systems

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thinking, and suggest that we think differently about how we manage and practice within organisations, by being reflective of our own practice as leaders, and by embracing the complexity and the paradoxes of organisational life.

The final article by Shaw (2002) addresses the role of change and the use of

facilitation and narratives in complex organisational settings, perceived as "ongoing conversations”.

 Stacey, R. D. and Mowles, C. (2015). Strategic Management and

Organisational Dynamics: The Challenge of Complexity to Ways of Thinking about Organisations (7^h edition, pp. 302-336) London: Pearson Education. . – COMPENDIUM

 Norman K, (2012). A Uniform Experience? Reflections on implementing rules into practice. International Journal of leadership in Public Health Services, 8(4), 2012, 191-201. – COMPENDIUM

 Norman, K. (2004) National Healthcare Strategy and the Management of Risk: Project 3. Unpublished PhD thesis. Hertfordshire: University of Hertfordshire. – COMPENDIUM

 Mowles, C., Stacy, R. & Griffin, S. (2008). What Contribution Can Insight from the Complexity Sciences Make to the Theory and Practice of Development Management? Journal of International Development, 20(6), 804-820.

 Shaw, P. (2002). Changing Conversations in Organisations. A Complexity Approach to Change (pp. 1-22; 39-71), Abington, Oxon: Routledge. - COMPENDIUM

Supplementary reading:

 Shaw, P. (2005). Conversational Inquiry as an Approach to Organization Development. Journal of Innovative Management, Fall, 19-22. – Blackboard

 Stacey, R. (2003). Learning as an Activity of Interdependent People. The Learning Organization, 10(6), 325-331. – Blackboard

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 Solso, K. Thorup,P. (2015) - in Danish) Ledelse i Kompleksitet: En introduktion til Ralph Staceys teori on organisation og ledelse. Dansk Psykologisk Forlag :

http://ipaper.ipapercms.dk/DanskPsykologiskForlag/Organisation/Ledelse_i_ko mpleksitet/

Students are expected to

 Read the seminar literature according to the reading guide.

 Prior to the seminar you will be teamed up in pairs and prepare your

presentation posters for the Article Bazar session at the seminar. Please print the posters out in A3 and bring the posters with you to the seminar.

SEMINAR 3: Physical and Mental Space for Innovation 10-13 April // Hotel Amano, Berlin (Germany)*

* Group travel dept. CPH 11.00 on 10/4 and on return flight arrival CPH. 18.55 on 13/4

Seminar Leader:

Lotte Darsø – Associate Professor, DPU/Aarhus University

Faculty:

Lotte Darsø, Associate Professor, DPU/Aarhus University

Ariane Berthoin Antal, PhD, Director Social Science Research Centre Berlin.

Peter Coughlan, Ph.D. Bainbridge Graduate Institute, Seattle and formerly IDEO, Palo Alto, USA

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Guest

:

Lotte Møller, Art Historian independent curator, Die Raum Berlin

Purpose:

How can we create well organized innovation environments that build positive energy and social well-being? We will examine mental, physical and aesthetic spaces for innovation both in relation to individual and team processes – and we will investigate the connection between them: What role does space play for co- creation and for innovation? How can design thinking, prototyping and story boards support ideation, communication and innovation?

 demonstrate understanding and insight into the impact of mental, social and aesthetic space and physical environment on creativity, innovation and leadership.

 Understand the design thinking process and be able to apply the process in practice

Content:

 Physical, mental and aesthetic spaces for innovation

 Innovation culture

 Artistic interventions

 Design thinking

Reading guide to literature:

Mental and Physical space for Innovation is an area which is developing alongside the increasing focus on design and architecture. Consequently, apart from articles on creativity and innovation, the curriculum also contains articles on design and

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design processes, including techniques such as model making and prototyping. We will be focusing on mental and physical spaces for innovation both in relation to individual and collective processes – and in particular investigate the connection between the two: How does the physical space affect mental processes – and vice versa?

Mental and Physical space involve psychological space, social space, aesthetic space, affective space, natural space, innovative space and organizational space and culture.

We have grouped the articles under main themes, but of course they overlap. We suggest that you start with the Ned Herman chapter: Building your creative environment: Both inside and out. This chapter gives an overall introduction to mental and physical space. After reading this, you can select the category that you feel most attracted to and read the listed articles, and then continue with the next - and the next – and the last.

You will be teamed up in pairs prior to the seminar and prepare presentation posters for the Article Bazar - a collective learning process where your reflections around the literature will be shared and activated.

Introduction to Mental and Physical Space:

 Herrmann, N. (1988). The Creative Brain (pp. 281-309). Lake Lure, NC: The Ned Herrmann Group: Brain Books. – COMPENDIUM

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Physical Space:

 Fayard, A. & Weeks, J. (2011). Who moved my cube? Creating workspace that actually foster collaboration. Harvard Business Review 89(78), 102-110.

 Hatch, M. J. & Cunliffe, A.L. (2013). Organization Theory. Modern, Symbolic and Postmodern Perspectives (pp. 200-229). Oxford: Oxford University Press.

- COMPENDIUM

 Kristensen, T. (2004). The Physical Context of Creativity. Creativity and Innovation Management. Blackwell Publishing Ltd. 13(2), 89-96.

Organisational Culture and Climate:

 Berthoin Antal, A. & Strauß, A. (2016). Multistakeholder perspectives on searching for evidence of values-added in artistic interventions in organisations.

In: Sköldberg,U. J., Woodilla, J. & Berthoin Antal A., (eds.), Artistic interventions in organisations: Research, Theory and Practice (pp. 37-59) Abington, Oxon: Routledge. - COMPENDIUM

 Brown, J. S. & Duguid, P. (1991). Organizational Learning and Communities- of-Practice: Toward a Unified View of Working, Learning and Innovation.

Organization Science, 2(1), 40-57.

 Csikszentmihalyi, M. (2003). Good Business. Leadership, Flow and the Making of Meaning (pp. 63 – 82). London: Hodder & Stoughton.

 Ekvall, G. (1991). The organizational culture of idea-management: a creative climate for the management of ideas. In: Henry, J. & Walker, D. (eds.).

Managing Innovation (pp. 73-80). Thousand Oaks, CA: Sage Publications. - COMPENDIUM

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 McLean L. D. (2005). Organizational Culture´s Influence on Creativity and Innovation: A Review of the Literature and Implications for Human Resource Development. Advances in Developing Human Resource, 7(2), 226-246.

 Morgan, G. (2006). Images of Organization (pp. 111– 146). Thousand Oaks, CA: Sage Publications

Design Process, Model Making and Prototyping:

 Boland, R. & Collopy, F. (2004). Design Matters for Management. In: Boland, R. & Collopy, F. (eds.) Managing as Designing (pp. 1-18). Stanford, CA:

Stanford Business Books. - COMPENDIUM

 Coughlan, P. & Prokopoff, I. (2004). Managing Change, by Design. In:

Boland, R. & Collopy, F. (eds.). Managing as Designing (pp. 188-192). Stanford, CA: Stanford Business Books. - COMPENDIUM

 Coughlan, P. & Suri, F. J. & Canales, K. (2007). Prototypes as (Design) Tools for Behavioral and Organizational Change. A Design-Based Approach to Help Organizations Change Work Behaviors. The Journal of Applied Behavioral Science, 43(1), 122-134.

 Gehry, F.O. (2004). Reflections on Designing and Architechtural Practice. In:

Boland, R. & Collopy, F. (eds.) Managing as Designing (pp. 19-35). Stanford, CA: Stanford Business Books. - COMPENDIUM

 Halse, Joachim (2014). Tools of Ideation: Evocative Visualization and Playful Modelling as Drivers of the Policy Process. In: Bason, Christian (eds.), Design for Policy (pp. 201-212). Farnham: Gower Publishing Ltd. - COMPENDIUM

 Kimbell, L. (2012). Rethinking Design Thinking: Part II. Design and Culture, 4(2), 129–148. - COMPENDIUM

 Liedtka, J. & Mintzberg, H. (2006). Time for Design. Design Management Review, first printed in DMR, 17(2), 10-18. - COMPENDIUM

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 Sanders, E B.-N. & Stappers, P. J. (2014). Probes, toolkits and prototypes:

three approaches to making in codesigning. CoDesign, 10(1), 5-14.

 Schrage, M. (2000). Serious Play. How the world’s best companies simulate to innovate (pp. 1–94). Boston, MA: Harvard Business School Press.

Students are expected to:

 Read the seminar literature according to the reading guide.

 Prior to the seminar you will be teamed up in pairs and prepare your

presentation posters for the Article Bazar session at the seminar. Please print the posters out in A3 and bring the posters with you to the seminar.

 Students are required to bring one or several pictures / photographs (printed) which describe or symbolise your own personal ”creative space”; e.g. Spaces you imagine, spaces you know and have access to, spaces you have seen or heard of, or spaces where you have had your best innovation experiences.

These images will be used on the first day of the seminar, so make sure to print them before travelling.

 Students are required to prepare the photo survey instruction from Peter Coughlan regarding you and your colleagues’ work space in your organization.

The instruction will be uploaded to Blackboard prior to the seminar.

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