A Scientific Approach to Innovation Management

Start Date: 07/05/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/scientific-approach-innovation-management

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About Course

How can innovators understand if their idea is worth developing and pursuing? In this course, we lay out a systematic process to make strategic decisions about innovative product or services that will help entrepreneurs, managers and innovators to avoid common pitfalls. We teach students to assess the feasibility of an innovative idea through problem-framing techniques and rigorous data analysis labelled ‘a scientific approach’. The course is highly interactive and includes exercises and real-world applications. We will also show the implications of a scientific approach to innovation management through a wide range of examples and case studies.

Course Syllabus


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Course Introduction

A Scientific Approach to Innovation Management This course provides an introduction to the scientific method and an overview of the science behind innovation. We will look at the different scientific methods and how they have been applied to different fields of science. You will learn about the difference between design and implementation, the nature of small/micro changes, teams, teams with regard to innovation, and their impact on innovation. We will also look at the role of institutions and how they coordinate innovation within a team. Differential access to innovation is also discussed, including on a team level. This course is intended as an introductory level course for those people who are thinking about becoming involved in science and engineering, and who would like to understand how science and engineering is practiced. Upon successful completion of this course, you will be able to: 1. Describe the scientific methodology of science and engineering 2. Design strategies for scientists and engineers 3. Recognize the culture of science and engineering in a scientific team 4. Recognize stakeholders and their interests within a scientific team 5. Recognize the impact of science and engineering on innovation To get a feel for these concepts, we will look at different examples of science and engineering. You will learn about how scientists and engineers communicate with each other and also how teams are organized on the scientific level. We will also look at the different types of grants, and how they are funded, and how they are evaluated. We will also look at the theory

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Scientific management Scientific management is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management. One early approach to scientific management is known as Taylorism after its founder.
Innovation management Innovation management is a combination of the management of innovation processes, and change management. It refers both to product, business process, and organizational innovation.
Scientific management While the terms "scientific management" and "Taylorism" are commonly treated as synonymous, the work of Frederick Taylor marks only the "first form" of scientific management, followed by other approaches; thus in today's management theory, Taylorism is sometimes called, or considered a subset of, the "classical perspective" on scientific management. Taylor's own names for his approach initially included "shop management" and "process management". When Louis Brandeis popularized the term "scientific management" in 1910, Taylor recognized it as another good name for the concept, and adopted it in his 1911 monograph.
Innovation management The goal of innovation management within a company is to cultivate a suitable environment to encourage innovation. The suitable environment would help the firms get more cooperation projects, even ‘the take-off platform for business ventures’. Senior management's support is crucial to successful innovation; clear direction, endorsement, and support are essential to innovation pursuits.
Management innovation In most companies, management innovation is ad hoc and incremental. A systematic process for producing bold management breakthroughs must include:
Innovation management Innovation management includes a set of tools that allow managers and engineers to cooperate with a common understanding of processes and goals. Innovation management allows the organization to respond to external or internal opportunities, and use its creativity to introduce new ideas, processes or products. It is not relegated to R&D; it involves workers at every level in contributing creatively to a company's product development, manufacturing and marketing.
Innovation management Innovation, although not sufficient, is a necessary prerequisite for the continued survival and development of enterprises. The most direct way of business innovation is through technological innovation, disruptive innovation or social innovation. Management of innovation, however, plays a significant role in promoting technological and institutional innovation.
Scientific management Scientific management requires a high level of managerial control over employee work practices and entails a higher ratio of managerial workers to laborers than previous management methods. Such detail-oriented management may cause friction between workers and managers.
Innovation management An approach for classifying Innovation Management Tools (IMTs) is using typologies, as proposed by Antonio Hidalgo and Jose Albors. The study conducted at a European level used 10 typologies for knowledge-driven Innovation Management Tools. These typologies were found by looking at 32 characteristics that classify Innovation Management Tools. Hidalgo and Albors were able to narrow the list down to 8 criteria (knowledge-driven focus, strategic impact, degree of availability, level of documentation, practical usefulness, age of the IMT, required resources for implementation, measurability), that are especially relevant for IMTs in the knowledge-driven economy (knowledge economy). The advantage of using typologies is the easy integration of new methods and the availability of a broader scope of tools.
Innovation management Innovation management helps an organization grasp an opportunity and use it to create and introduce new ideas, processes, or products industriously. Creativity is the basis of innovation management; the end goal is a change in services or business process. Innovative ideas are the result of two consecutive steps, "imitation" and "invention".
Scientific management Scientific management lowered worker morale and exacerbated existing conflicts between labor and management. As a consequence, the method inadvertently strengthened labor unions and their bargaining power in labor disputes, thereby neutralizing most or all of the benefit of any productivity gains it had achieved. Thus its net benefit to owners and management ended up as small or negative. It took new efforts, borrowing some ideas from scientific management but mixing them with others, to produce more productive formulas.
Management innovation Motivation, invention, implementation, theorization and labeling—that collectively define a model of how management innovation comes about.
Innovation management measurement The European Commission created this tool to improve the Innovation Management Performance of small- and medium-sized enterprises in Europe. It is based on all dimensions of the “A.T. Kearney House of Innovation” and measures the performance of the key factors for successful Innovation Management. These are innovation strategy, innovation organization and culture, innovation lifecycle processes, enabling factors and innovation results. The tool is divided into four steps. In the first step the SMEs go through an online assessment. Afterwards a benchmarking report is developed before the companies get a consulting workshop on innovation that should lead to a continuous improvement.
Management innovation Proponents of the institutional perspective take a macrolevel and comparative approach to make sense of the institutional and socioeconomic conditions in which particular management innovations emerges.
Scientific management Peter Drucker saw Frederick Taylor as the creator of knowledge management, because the aim of scientific management was to produce knowledge about how to improve work processes. Although the typical application of scientific management was manufacturing, Taylor himself advocated scientific management for all sorts of work, including the management of universities and government. For example, Taylor believed scientific management could be extended to "the work of our salesmen". Shortly after his death, his acolyte Harlow S. Person began to lecture corporate audiences on the possibility of using Taylorism for "sales engineering" (Person was talking about what is now called sales process engineering—engineering the processes that salespeople use—not about what we call sales engineering today.) This was a watershed insight in the history of corporate marketing.
ESIEE Management Research is a priority to the management school. First, it contributes to the increase of knowledge and then, in management as in the other scientific disciplines, competitive research is a key factor to economic development, which supports innovation.
Test Management Approach Test management approach (TMap) is a software testing approach. TMap is an approach that combines insights on how to test and what to manage, as well as techniques for the individual test consultant.
Scientific management Scientific management was one of the first attempts to systematically treat management and process improvement as a scientific problem. It may have been the first to do so in a "bottom-up" way and found a lineage of successors that have many elements in common. With the advancement of statistical methods, quality assurance and quality control began in the 1920s and 1930s. During the 1940s and 1950s, the body of knowledge for doing scientific management evolved into operations management, operations research, and management cybernetics. In the 1980s total quality management became widely popular, and in the 1990s "re-engineering" went from a simple word to a mystique. Today's Six Sigma and lean manufacturing could be seen as new kinds of scientific management, although their evolutionary distance from the original is so great that the comparison might be misleading. In particular, Shigeo Shingo, one of the originators of the Toyota Production System, believed that this system and Japanese management culture in general should be seen as a kind of scientific management.
The Principles of Scientific Management The Principles of Scientific Management (1911) is a monograph published by Frederick Winslow Taylor. This laid out Taylor's views on principles of scientific management, or industrial era organization and decision theory. Taylor was an American manufacturing manager, mechanical engineer, and then a management consultant in his later years. The term "scientific management" was taken from Louis Brandeis to coordinate enterprise for everyone's benefit, but under Taylor's system of thought, workers became seen as commodities or resources that should be manipulated for profit. His approach is also often referred to as Taylor's Principles, or Taylorism.
Scientific management Scientific management evolved in an era when mechanization and automation were still in their infancy. The ideas and methods of scientific management extended the American system of manufacturing in the transformation from craft work (with humans as the only possible agents) to mechanization and automation, although proponents of scientific management did not predict the extensive removal of humans from the production process. Concerns over labor-displacing technologies rose with increasing mechanization and automation.