Industrial Engineering & Management ngstrmlaboratoriet Uppsala University

2011-03-24

Course compendium 1TE012: Innovation Management, Entrepreneurship and IPR Spring 2011

Objectives and expected outcomes: The main objective of Innovation Management, Entrepreneurship and IPR is to enable the participating students to develop an understanding of the mechanisms at play in research and development, and innovation management, within and between a variety of different biotech corporations ranging from larger corporations, to smaller, entrepreneurial ventures, and supporting institutions. Whereas the course takes its starting point in innovation management unfolding within the organization, it also strives towards an understanding of innovation as a phenomenon unfolding through interaction between various different actors, and being highly dependent on a broad range of relationships or business relations. After completing the course, the student shall be able to: account for different stages typically involved in a business development process account for the demands upon the management and the board and/or owners in different kinds of development situations evaluate the need for resources, and identify typical obstacles, in the early business development phase analyze and evaluate the innovation strategy of a biotech venture/organization account for the basic principles of legal protection of business ideas and immaterial property/resources within the biotech industry i.e., the basic principles of intellectual property rights (IPR) analyze the evolution of a biotech venture/organization with respect to its marketing situation i.e., with respect to its many business relationships analyze innovation as networked phenomenon, partly located between and beyond individual organizations

Schedule
Time / place Thursday 24/3 9-10, Room 2005 10-12, Room 2005 Topic Course introduction Lecture 1: Innovation management I industrial evolution Lecture 2: Innovation management II the corporate level Workshop 1: Sevenminute presentation of projects Lecture 3: How innovation transformed the pharmaceutical industry Lecture 4: Financing entrepreneurial ventures & IPR Lecture 5: Project management and product development Workshop 2: Presentation of project status, questions & further guide-lines Lecture 6: Commercializing research vaccine technology Lecture 7: Engineering culture and organization Lecture 8: Researchbased entrepreneurship in biotechnology Reading Course compendium Schilling part 1 (ch 2-5) Lecturer David Skld Gran Lindstrm

Tuesday 29/3 10-12, Room 2001

Schilling part 2+3 (ch 6-8; 10). Vohora et al (2004) Course compendium

David Skld

Thursday 31/3 9-12, Room 2005

Project groups w. David Skld

Tuesday 5/4 10-12, Room 2005

Schilling part 1+2

Allan Simpson

Thursday 7/4 10-12, Room 2001

Schilling ch 7; Vohora et al (2004); Lindstrm & Olofsson (2001) Schilling ch 11-12

Gran Lindstrm

Monday, 11/4 10-12, Room 2005

Marcus Lindahl

Tuesday 12/4 9-16, Room 80101

TBA

Project groups w. David Skld

Thursday 14/4 10-12, Room 2005

Vohora et al (2004)

Bengt Falk Former CEO, Isconova AB David Skld

Tuesday 3/5 9-12, Room 2001

Weick, K.E. (1993); Kunda (1992); LaBarre (1994); Anonymous (1996) TBA

Thursday 5/5 10-12, Room 2001

Jonas Jarvius, CEO QLinea

Time / place Tuesday 10/5 9-12, Room 2001

Topic Lecture 9: Understanding ParAllele Biosciences Lecture 10: Regional biotech clusters, problems and possibilities Exam Workshop 3, pt 1: Final presentations Workshop 3, pt 2: Final presentations

Reading Baraldi & Strmsten (2006)

Lecturer Enrico Baraldi

Thursday 12/5 10-12, Room 2001

Pisano (2006) (ch TBA)

Kristofer Severinsson

Monday 16/5 9-14, Room TBA Thursday 19/5 916, Room 2001 Friday 20/5 916, Room 2001

Project reports Project reports

Project Groups w. David Skld Project Groups w. David Skld

Attendance: The course builds on a series of lectures and workshops, the attendance of which are considered an essential part of the course. Out of the ten lectures, the participants are required to attend at least eight in order to get a passing grade. Participants who fail to reach up to this amount will be given a complementary exercise (the scope of which will depend on the degree of absence). The three workshops (spread over four days, see schedule above) are compulsory to attend for all participants.

Assignments and workshops: The main assignment of this course will be carried out in groups of ve, with each group addressing one biotechnology organization located in the Uppsala region possibly one associated with Uppsala BIO (see www.uppsalabio.com) or SULS (www.suls.se). The rst and basic point of the assignment is for each group to develop a thorough understanding of the evolution and strategy of the chosen organization, with respect to a number of different dimensions, and the key features of the business model that the organization currently applies in order to create value. Important dimensions to explore are, for instance:

1) Historicizing the organization, looking inwards: Why did it come about in the rst place? How has the business idea(s) evolved since the start of the organization/company? How has the main product/service offering changed since

the start of the company? How have resources been revalued within the company? How have the personnel, top management, and the core competence(-ies) changed since the start of the company? How has the organization grown since the start of the company? How has the business model (with respect to its internal logic) evolved? How has the business developed relative the strategy pursued converging and/or diverging?

2) Historicizing the organization, looking outwards: How has the owner structure developed over the course of the company? How has the market changed since the start of the company i.e., how have different kinds of business relations (e.g., to customers, to customers customers, to strategic partners, to institutions, to suppliers, to suppliers suppliers, etc.) changed since the company was established? How have dominating technologies associated with the company developed, and how have changes in policies, regulations and/or ethical issues affected the organization?

3) Strategy and marketing, or marketing strategy What strategy, with respect to research, product development and innovation, is the company pursuing? What strategy, with respect to the product/service portfolio, is the company pursuing? What strategy with respect to IPR issues is the company pursuing? What strategy, with respect to the organizational form and functioning, is the company pursuing? How are directions changing, and what factors or mechanisms are causing these changes? What strategy, with respect to various marketing relationships (again, e.g., to customers, to customers customers, to strategic partners, to institutions, to suppliers, to suppliers suppliers), is the company pursuing? Which relationships are deemed the most important and/or most strategic for innovation and/or growth? How are these relationships changing, and what forces are affecting them?

4) Serendipity, failure and misfortune To what extent does luck, and improbable or serendipitous courses of events, appear to have affected the companys well being? To what extent does failure or misfortune seem to have affected the company and its business model negatively and/or positively?

5) Problems and /or threats and challenges and /or opportunities What problems, threats, challenges and/or opportunities can be identied within and around the company and its business model? These are some dimensions and possible questions that might guide the project work and be addressed in the reports, but the list is far from exhaustive. Probably there are numerous

other dimensions and questions which are just as relevant to explore. So do not lock yourself to these suggestions, but try also to think of interesting questions that have been left out or forgotten by these short guidelines. Now, the second point of the assignment is to give the class an insight into the Uppsala biotech cluster, and the way that innovation may be said to be a networked phenomenon (or not). Through oral presentations of all projects at the end of the course, all participants will be given a chance to develop their own conception of how different kinds of organizations are interlinked with one another. Arguably, this will provide important insight into the mechanisms at work between different actors in an innovation network. More detailed instructions concerning the three workshops will be issued throughout the course.

Literature: Textbook Schilling, Melissa (2008/2010) Strategic Management of Technological Innovation (2nd or 3rd ed), McGraw-Hill/Irwin, ISBN 978-0-07-321058-2. Articles and book chapters Anonymous (1996) The revolution at Oticon: Creating a spaghetti organization, Research Technology Management 39(5), Sep/Oct: 54. Baraldi, Enrico, & Strmsten, Torkel (2006) Combining Scientic Knowledge and Venture Capital across Places and Networks of Resources, in Baraldi et al. (eds.): Taking Place: The Spatial Contexts of Science, Technology and Business, Science History Publications: Sagamore Beach, MA, pp. 247-273. Kunda, Gideon (1992) Chapter 1: Culture and Organization, from Engineering Culture, Temple University Press, pp. 1-25. LaBarre, Polly (1994) The dis-organization of Oticon, Industry Week, 234(4), Jul 18: 22. Lindstrm, Gran & Olofsson, Christer (2001) Early Stage Financing of NTBFs: an Analysis of the Contributions of Support Actors, Venture Capital, 3(2): 151168. Pisano, Gary P. (2006) Set of chapters TBA, from Science Business, Harvard Business Press. Vohora, Ajay, Wright, Mike & Lockett, Andy (2004) Critical junctures in the development of university high-tech spinout companies, Research Policy 33: 147175. Weick, Karl E. (1993) The collapse of sense making in organizations: the Mann Gulch disaster, Administrative Science Quarterly 38: 628652. NOTE: More reading material may be added throughout the course, distributed electronically through the student portal.

Course examination and grading: The examination of the course consists of two parts: the group assignment, which amounts to a maximum of 40 points; and the individual exam, which amounts to a maximum of 60 points. The maximum number of points thus amounts to 100. To pass the course a minimum of 50 points will be required. To pass each sub-task, a minimum of 15 points is required for the group assignment, and a minimum of 25 points is required for the exam. Hence, passing each sub-task does not automatically render a passing grade on the entire course (since it only amounts to 40 points). The preliminary scale for the grades is: Grade 5: 100 88 Grade 4: Grade 3: Grade F: 87 75 74 50 49 0

Homepage: All course material, except for Schillers book, will be available through the course homepage at the student portal (http://studentportalen.uu.se). Slideshows will be available after the lectures, but not before. The course homepage will also contain running information concerning the course (such as rescheduled lectures or other unplanned events), wherefore you should should visit it regularly.

Responsible lecturer: David Skld, Ph.D. Industrial Engineering & Management ngstrmlaboratoriet, Lgerhyddsv. 1 Uppsala University Box 534, S-75121 Uppsala, Sweden

+46707530996 [email protected]