You may have noticed that what is new often behaves differently than what has become accepted over time, whether it is in a market, or a technology, or involves people and firms. Much research supports these general ideas, and one implication is that management of innovation often requires different approaches and skills than management in established arenas. This course helps you develop a perspective on managing innovation. That is, you will build your capability to lead and design your organization to effectively implement innovation initiatives and achieve their strategic intent.
Managing Innovation: Ambidexterity, Teams and Leading Change
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Managing Innovation: Ambidexterity, Teams and Leading Change
This course is part of Strategic Technology Management Specialization
Instructor: E. Geoffrey Love
Included with 
Gain insight into a topic and learn the fundamentals.
4.8
(22 reviews)
Beginner level
Recommended experience
12 hours to complete
3 weeks at 4 hours a week
Flexible schedule
Learn at your own pace
Skills you'll gain
Details to know
Shareable certificate
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Assessments
15 assignments
Taught in English
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This course is part of the Strategic Technology Management Specialization
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There are 4 modules in this course
We begin our exploration of managing innovation by reviewing key characteristics of new technologies and markets. We discuss how uncertainty, among other such characteristics, fundamentally affects management, strategic choices and execution of innovation initiatives. We examine how firms succeed through aligment with the needs of their technologies and markets over time, yet at the same time alignment can create inertia that acts as a barrier to change in response to new opportunities.
What's included
4 videos4 readings4 assignments
We continue to focus on the challenges of managing innovation initiatives in firms which confront new technologies and markets while they simultaneously compete in established businesses. We examine the idea of organizational ambidexterity as a solution to this challenge, and cover how managers can develop and lead an ambidextrous organization.
What's included
3 videos2 readings3 assignments
In the third module, we continue to focus on innovation management by focusing on teams and innovation. Teams are ubiquitous in innovation, as there is a need for high information flow and integration across functions. We start by describing common approaches to team design in product development. We specifically go into depth on how to design and lead "heavyweight" cross-functional development teams. These have been found to be particularly effective in challenging innovation situations.
What's included
4 videos2 readings3 assignments
In this module, we will focus on organizational change, with emphasis on some of the reasons why people resist change. We will talk about two well-known models of organizational change and discuss strategies for effective change implementation.
What's included
5 videos2 readings5 assignments
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University of Michigan
University of California, Irvine
The University of Sydney
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