2013 08 26 aacsb c osorio
- 1. Carlos A. Osorio, PhD carlos.osorio@uai.cl Director, Master on Innovation Innovation and Entrepreneurship Unit The Role of Business Schools in Driving Innovation in Emerging Economies
- 2. The Role of Business Schools in Driving Innovation in Emerging Economies Carlos A. Osorio, PhD carlos.osorio@uai.cl Director, Master on Innovation Innovation and Entrepreneurship Unit
- 3. how much can we drive innovation from here? carlos.osorio@uai.cl
- 6. carlos.osorio@uai.cl impactwhat does mean in business?
- 7. carlos.osorio@uai.cl impactmean for business schools?what should
- 8. carlos.osorio@uai.cl impactmean for business schools?what should if we want to drive innovation
- 9. carlos.osorio@uai.cl driving innovation requires creating impact beyond the classroom and peer-reviewed papers carlos.osorio@uai.cl
- 10. carlos.osorio@uai.cl aim to change our world
- 11. carlos.osorio@uai.cl innovation is illegitimate in organizations it requires different attitudes, analytical frameworks, ways of thinking and doing “weird” people (Dougherty & Heller 1994) carlos.osorio@uai.cl
- 12. carlos.osorio@uai.cl innovation legitimacy is built on financial results and market leadership carlos.osorio@uai.cl
- 13. carlos.osorio@uai.cl what’s our role in driving innovation?
- 15. carlos.osorio@uai.cl we started 11 years ago
- 16. carlos.osorio@uai.cl who are we? 60.a - oldest private university in Chile Nearly 7,000 students (20% graduate) Campuses in Valparaíso, Santiago and Miami
- 17. carlos.osorio@uai.cl undergrad teaching graduate teaching execed teaching research action research incubators labs what do we do? carlos.osorio@uai.cl
- 18. carlos.osorio@uai.cl our approach •research •teaching: 40 courses •research seminars •undergraduate: mandatory innovation workshop •masters: innovation (exec) & innovation and entrepreneurship •MBAs: 3 mandatory innovation courses •Case writing •faculty team •network •action research
- 21. carlos.osorio@uai.cl how much can we drive innovation from here? impact in innovation requires enabling learning & adaptive change carlos.osorio@uai.cl
- 22. carlos.osorio@uai.cl requires a new type of teaching and learning
- 30. carlos.osorio@uai.cl we normally focus on... carlos.osorio@uai.cl
- 33. carlos.osorio@uai.cl challenges how can we enable learning? how do we asses learning? (AoL) how to foster application of this learning? how to manage courses with heavier workload? carlos.osorio@uai.cl
- 34. carlos.osorio@uai.cl “the test of the pudding is in the eating”
- 35. carlos.osorio@uai.cl it’s an ongoing experiment 6 generations & 6 versions new and different courses
- 36. carlos.osorio@uai.cl 1. identifying sources of innovation 2. reframing, and managing high levels of uncertainty, ambiguity and risk 3. capacity for generating and exploring high numbers of ideas 4. managing innovation processes and projects 5. learning through failure, prototyping and experimentation 6. leading teams, and change cultures 7. increasing value creation through innovations capacity to innovate carlos.osorio@uai.cl
- 37. carlos.osorio@uai.cl Engineering Management Design Psychology Law Technology Operations Strategy Culture Financing Processes Design Thinking Human- Centered Design Culture Coaching Social Psychology Intellectual Property multidisciplinary
- 38. carlos.osorio@uai.cl Leadership Creativity Emerging Technologies Prototyping and Experimentation Design and Innovation Processes Sources of Innovation Digital Design Digital Fabrication Personal Innovation Problem Worrrying & Empathizing Prototyping Representation Module 1 Module 2 Module 3 WS 1: Reinventing Daily objects WS 2: Social Business WS3: Business Creation 1 Weekend Bootcamp: Intro to Innovation & Design 1 Weekend Bootcamp: Quick & Dirty Innovation Module 4: International Workshop current curriculum
- 39. carlos.osorio@uai.cl current curriculum Multi-Scale Design Context and Economic Analysis Innovation Strategy Business Model Design Intellectual Property Marketing of Innovations Financing Innovations Entrepreneurship Innovation Portfolio Experience Design Collaborative Design Organizational Change Management Module 5 Module 6 Module 7 Tesis WS 4: Complex Project WS 5: Thesis Seminar 1 WS 6: Thesis Seminar 2 Defense
- 40. carlos.osorio@uai.cl the ultimate test of the master on innovation is the thesis 31 theses for 3 first generations (average 26 students each) US$ 8 million raised 3 patents during thesis work (and other 6 after) 11 firms started up
- 41. carlos.osorio@uai.cl the test of innovation action research is on innovation results
- 42. carlos.osorio@uai.cl driving innovation generates high impact and value, but requires high commitment and hard work lessons learned
- 43. carlos.osorio@uai.cl lessons learned we should not transfer good practices from american or european firms right into our classes or firms
- 44. carlos.osorio@uai.cl understand adapt improve test deliver lessons learned: experiment
- 45. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) How do top firms innovate? lessons learned: experiment
- 46. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How do top firms innovate? lessons learned: experiment
- 47. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How do top firms innovate? lessons learned: experiment
- 48. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing How do top firms innovate? lessons learned: experiment
- 49. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing How do top firms innovate? lessons learned: experiment
- 50. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom How do top firms innovate? lessons learned: experiment
- 51. carlos.osorio@uai.cl General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom Enabling Innovation Teams (undergrad, grad, firms) “Learning” Philosophy “Class” material Cases Method Cards Toolkit How do top firms innovate? lessons learned: experiment
- 52. carlos.osorio@uai.cl 2007 First Term •25 MEng students •Course=theory +cases+projects •Different challenges Lessons and Questions: -How would work for MBAs? -Different projects limit research Second Term •50 MBAs •Course=theory +cases+projects •Different challenges Lessons and Questions: -How would a Master on Innovation work? -Different projects limit research!!!! 2008 First Term •40 MEng students •Course=theory +cases+projects Lessons and Questions: -How would undergrads respond? -How can we train the trainers? (MI grads) Second Term •26 MIs + 50 MBAs •Course=theory +cases+projects • National Challenge Lessons and Questions: -4 out of 5 teams awarded were UAI -How can we guarantee quality across courses with different professors? 2009 •First Term •26 MIs •Experiments: in depth courses on innovation •Same challenge for all Lessons and Questions: -Fine tuning syllabus -Need for method cards -Refining MI curricula •Second Term •70 MBAs + 600 undergrads •Experiments: same course MBAs and undergrads •Same challenge for all Lessons and Questions: -Fine tuning syllabus -Undergrads: less theory, less English, warming up slowly -Not all MIs are created equal (as professors) 2010 First Term •28 MIs •Experiments: more courses on design Lessons and Questions: -Including psychology in team formation Second Term •75 MBAs + 600 undergrads •Experiments: less theory and 3 challenges for undergrad course Lessons and Questions: -Need more theory for undergraduates -How would a toolkit would work? -How to enable innovation learning remotely? 2011 First Term •28 MIs + 70 online students (eClass) •Experiments: experience in Silicon Valley Lessons and Questions: -Need to refine application process Lessons and Questions: -Effect of rapid prototyping lab for MI? -What if we have a design curriculum for undergrad majors? experimentation (2007-2011)
- 53. carlos.osorio@uai.cl Method Cards (300+) from various sources A few for undergrads, 30 for MBAs, 60 for MIs Papers and Cases (various authors) Only for MBAs and MIs Technical Notes and Cases (created) Undergrads and Online classes teaching materials
- 55. carlos.osorio@uai.cl invitation General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom Enabling Innovation Teams (undergrad, grad, firms) “Learning” Philosophy “Class” material Cases Method Cards Toolkit How do top firms innovate?
- 56. carlos.osorio@uai.cl invitation General Innovation Process Literature (engineering + management + design) Cases (50 of the most innovative firms in the World) What do create the difference between successes and failures? 9 firms (8 Basque & 1 Chilean) - Case study of failure - Case study of success Interview Protocol on Processes and Decision-Making How can innovation be taught? 4 years of experimenting with processes, methods and tools in undergraduate, graduate, executive courses, and in-house training Course Syllabus: design, prototyping and testing Methods and Insights for testing in the classroom Enabling Innovation Teams (undergrad, grad, firms) “Learning” Philosophy “Class” material Cases Method Cards Toolkit How do top firms innovate? Next Step: Include 50 Latin American firms
- 57. Carlos A. Osorio, PhD carlos.osorio@uai.cl Director, Master on Innovation Innovation and Entrepreneurship Unit The Role of Business Schools in Driving Innovation in Emerging Economies