MANAGEMENT METHODOLOGY · A 10 step proven Methodology to achieve business growth and success...

TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON

UNIVERSITY ROME TOR VERGATA SCHOOL OF ECONOMICS PRESENTS

INNOVATION MANAGEMENT METHODOLOGY: THEORY & PRACTICE

A COURSE BY: - CORRADO CERRUTI - EMILIO SASSONE CORSI - STEPHEN TRUEMAN

Incollaborationwith

Index

•  WhyacourseinInnovationManagement•  TorVergataPreviousexperiences•  FortheMBAUniversityTorVergatastudents•  Fortheexternalstudents•  FortheCompanies•  Objectiveofthecourse•  Participationrulesandcertifications•  NAUTILUS©

•  Coursestructure•  Howtoattend•  Costparticipationforexternalstudents•  CompanySponsorship•  Whoaretheteachers

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WhyacourseinInnovationManagement•  ThecapabilityofmanagingInnovationprocesseswithinanyorganisation,fromSMEstolargecompaniestopublicorganisationsistodayseenasafundamentalcompetence.

•  Todaynoorganisationcanaffordnottoimplementcontinuousinnovationactivitiesinordertoremaincompetitive,thriveandgrow.

•  Todothistheyneedpeoplewithafullanddeepunderstandingoftheseprocessesandthecapabilitiestoimplementthem.

•  TheEUframeworkprogramHorizon2020(2014-2020)isthefinancialinstrumentimplementingtheInnovationUnion,aEurope2020flagshipinitiativeaimedatsecuringEurope'sglobalcompetitiveness.

•  TheItaliannationalprogramIndustry4.0recentlyapprovedbytheItalianGovernmentincludestheobjectiveoftraining3,000managerscapableofinnovatingthebusinessmodelsandtheproductiveprocessesofthecompanies.

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TorVergataPreviousexperiences

•  TheUniversityofRomeTorVergata’sMasterofScienceinBusinessAdministration,in2017alreadyaddedaspecificcourseonInnovationManagementMethodology:TheoryandPractice,whichwasreceivedwithgreatenthusiasmbythestudents.Thecourse’sobjectiveswerethatthestudentsshouldbeabletoapplythemodelstorealcasesbasedonthetheoreticalbackgroundthattheyreceived.

•  ThissuccesscombinedwiththearrivalofIndustry4.0haveledustoopenupthecoursetoexternalstudentsandcompaniesaswellastheMBAstudentswiththehigherobjectiveofgeneratingacreativeenvironmentforconfrontationbetweenstudentswithvaryinglevelsofcompanyexperienceanddirectknowledgeofinternalinnovationprocesses.

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FortheMBAUniversityTorVergatastudents

•  Givethempracticalknowledgeandskillsinapplyingawiderangeoftoolstobetterunderstand,manageandmonitorcompanyinnovationactivities

•  Providethemwithasolidplatformforsuccessfullybuildingtheirownstart-ups

•  ReinforcetheirCV’sbyprovidingcuttingedgeskillswhichallcompaniesarenowlookingfor

•  Completetheirmanagementskillstoopenuptoppositionsinleadingorganisations

•  Gainanenormouslysatisfyingexperienceworkingalongsidetopprofessionalsandinteractingwiththemostinnovativeorganisations

•  Receivefullrecognition(6credits)fromoneofthetopEconomicsfacultiesinoneofItaly’sleadingUniversities

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Fortheexternalstudents

•  Acceleratetheirexistingcareer.•  Givetheiralternativecareeropportunitiesanextragear

•  Round-offtheircompetencetrackrecordwithhighlevelinnovationskills

•  BecomeoneofIndustry4.0’stopprofessionalinnovationmanagers

•  Showcasetheirknowledgeandskillsdirectlytocompanieswhoareinvolvedinthecourse

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FortheCompanies

•  Selectandbuildthecompany’skeyresources•  Plantheirshortandlongterminnovationgoalsbybuildingstartingfromtheirhumanresources

•  Preparethefuturesuccessofthecompany•  Findhighlymotivatedpeoplewithinthecoursewhocouldhelpthembuildtheirfuture

•  OpenupchannelstoidentifyaChiefInnovationOfficerandhis/herstaff.

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Theadvantagesofthecoursealumnicommunity

•  Becomepartofagrowingcluboftoplevelalumniofinnovationmanagersacrossthebusinessenvironment

•  Increasejobopportunitiesthroughthecourse“opportunitymatching”platform,wherecompanieswillbeableto“pick-up”promisingcandidates

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Objectiveofthecourse

•  WhatdoesInnovationmeanandhowdoyoumanageit?

•  Whicharethebusinessmodelsthatallowinnovationtobemanagedcorrectly?

•  ThiscourseaimsatprovidinganswerstothesequestionsbyprovidingthestudentswithcompetenciesrelativetoCompanyInnovationandBusinessModels.

•  Attheendofthe12lessonstheparticipantswillhaveknowledgeandunderstandingaboutinnovationmanagement,themodelingofcomplexsituations,andthecombinationofvariouseconomic,technologicalandorganizationalelementstodesignthedevelopmentofinnovationprojects.

•  Theywillbeabletocommunicatetheconclusionsandtheknowledgeacquiredandtheunderlyingrationaletobothspecialistsandnon-specialists,andwillhaveappliedtheirknowledgetorealcasestudiesbyapplyingallthemodelsthattheywilllearnduringthecourse. 9

Participationrulesandcertifications

•  Thecoursehasadurationof48hoursdistributedover12lessonsof4hours.

•  Eachlessonwillbemadeupofthefirsttwohoursdedicatedtotheoryandthesecondtwohourstogroupwork.

•  Atthebeginningofeachlessontheparticipantswillberegistered.

•  Aparticipationtoatleast80%ofthecourseisrequiredtoreceivethe6UniversitycreditsfortheMBAstudents.

•  Aparticipationtoatleast80%ofthecourseisrequiredtoreceivethecertificationof“InnovationManager”.

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Theory Groupworkingbreak

1h50m 1h50m15m

TheshellcalledNautilus,innature,isperfectlyapproximatedbyasequenceofnumbersofthePisanmathematicianLeonardoFibonacci(1170-1240).Eachsquareinscribedwithinthespiralisrelatedtothepreviousonebythisseriesofnumbers.

1.UNDERSTAND

2.DISCOVER3.

ANALYSE4.GENERATE5.

ANIMATE

6.DEVELOP

7.DESIGN8.

TEST9.

IMPLEMENT10.

LAUNCH

©ManagementInnovation

TheInnovationManagementMethodologyTheTenCommandmentsforeffectiveinnovation.

A10stepprovenMethodologytoachievebusinessgrowthandsuccessthroughaneffectiveandguidedInnovationprocess:

1.   UNDERSTANDBusiness2.   DISCOVERMarket

Opportunities3.   ANALYSECompetition4.   GENERATEInnovation

Strategy5.   ANIMATECreativityProcess6.   DEVELOPInnovation

Roadmap7.   DESIGNtheSolution8.   TESTtheSolution9.   IMPLEMENTtheSolution10.  LAUNCHtheSolution

Nautilus©

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Lesson1GettingStarted

ARGUMENTS•  Courseoverview•  The5WsofInnovation•  HowtoInnovate•  AnintroductiontoNAUTILUS©

KNOWLEDGEACQUIRED•  Participantswillanalysetheircoursecasestudyassignmentstogetafirstpictureofwhytheyneedtoinnovateandwhattypeofinnovationtheyaregoingtoneed.

•  Theywillalsobeledinhowtoorganisetheirrolesingroupanalysistoassurethemosteffectiveresultsoftheirwork.

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Lesson2Innovation&Strategy

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ARGUMENTS•  Competitiveforcesandinnovationpotential•  Innovationpathsandstrategicchoices•  Focusonthedigitaltechnologiesdriveninnovation•  Blueoceanvs.redoceanstrategies•  Innovationvaluechain•  introducetestimonialsKNOWLEDGEACQUIRED•  Participantswilllearnhowtodefinethebasicsofaninnovationstrategy.

•  Theywillalsoapplystrategicmanagementtoolstotheinnovationdomain.

Lecturer:prof.CorradoCerruti





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ARGUMENTS•  Understandthecompanybusinesslineandindustry

•  AssessthecurrentportfolioofProduct-Services/Market

•  Reviewthecompanyvaluepropositionandgrowthtargets

KNOWLEDGEACQUIRED•  Participantswilllearnhowtoanalysetheircasestudy’sactivitiesusingtheproduct/marketmatrixtounderstandtherelevanceandtrendofeachelement.

•  Theywillalsouseafirstlevelofthevaluepropositionanalysisforeachproductandit’smarketsegments.

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1.UNDERSTAND

Onlyafewcompanieswillsurvivethecrisis.Clatifyingtheselectionprocessoftherightbusinessprioritieshelpstofocusonthemaininitiativestobeundertakentoachievesuccess,evenintimesofcrisis.

Lesson3UnderstandBusiness(NAUTILUSSTEP1)





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ARGUMENTS•  DefinethetargetCustomers•  DiscoverhiddenCustomerNeeds•  PrioritizeCustomerNeedsandidentifyOpportunityareasforCompanyCore/non-Corebusinesslines

•  Sizeandforecastmarketdemand(addressableMarket)

KNOWLEDGEACQUIRED•  Participantswillcombinetheproduct/marketmatrix,thistimelookingbeyonditsexistingdimensions,andcombinethiswithanexplorationofpossibleuserneeds/expectanciesthatcouldbeidentifiedinordertofindopportunitiesformarketdiversificationrelativetotheircasestudies.

2.DISCOVER

TosucceedingrowingtheirbusinesscompaniesMUSTknowtherealNeedsoftheirpotentialCustomers.AnewProduct/Service,althoughinnovative,willnotsucceedinthemarketwithoutarealdemandandneedfromCustomers.

Lesson4DiscoverProduct/Market

Opportunites(NAUTILUSSTEP2)

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Incollaborationwith

ARGUMENTS•  IdentifyandprofileexistingCompetitorsandProducts

•  (Porter’sFiveForcesCompetitiveLandscapeAnalysis)

•  IdentifyCompetitorweaknessesandstrengthsandpotentialpartnerships(SWOT,analysis)

•  IdentifyEnvironmentalfactors(Political,Economic,Socio-Cultural,Technological)tobeconsidered(PESTanalysis)

•  AssesseachProduct’svalueproposition,communicationandcost.

•  ValuePropositionCanvasKNOWLEDGEACQUIRED•  ParticipantswilllearnandapplythesemodelstogeneratetheCompetitiveLandscapeoftheircasestudies.TheywillthenapplytheSWOTanalysistofurtheranalysesomeelementsofthecompetitors’marketpositiontoverifytheLandscape.

3.ANALYSE

KnowledgeiskeyindeterminingtherightstrategyforaCompany.AnalyzingtheCompetitioniscrucialtoimprovingtheCompany’spositioningandfindingthesuccesspathtoinnovation.

Lesson5AnalysetheCompetition

(NAUTILUSSTEP3)

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Incollaborationwith

ARGUMENTS•  IdentifythestrongestcombinationofProduct-ServicesontheMarketOpportunities

•  Analyseprosandconsofusingdifferentinnovationapproaches(OpenInnovation)

•  DesigntheInnovationStrategyMatrix

KNOWLEDGEACQUIRED•  Participantswillgetanunderstandingoftheoptionsavailableforinnovationdesignandusethisknowledgetodefinepossibleinnovationstrategiesfortheircasestudies.TheywillalsobuildanInnovationStrategyMatrixforthem.

4.GENERATE

Aninnovationstrategyisaplantogrowmarketshareorprofitsthroughproductandserviceinnovation.Whenitcomestocreatingthesolution,aninnovationstrategymustalsoindicatewhetheraproductimprovement,oradisruptiveorbreakthroughinnovationapproachisbest.

Lesson6GenerateInnovationStrategy

(NAUTILUSSTEP4)

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Incollaborationwith

ARGUMENTS•  ExplorerelevantanddisruptiveTechnologiesandTrends

•  Scan/solicitexternalcommunities(Universities,ResearchCenters,startups,newpatents)

•  ConductInnovativeideasgenerationWorkshop•  UseCreativeProblemSolvingmethods(Mind-mapping,Sixthinkinghats,LateralThinkingetc.)

KNOWLEDGEACQUIRED•  Participantswillgetanunderstandofthevastpossibilitiesopentothemforsourcingideasforinnovation.Theywilllearnandapplycreativitytechniquestoexplorethepotentialofgroupcreativity,andbeabletoapplythesetechniquesinproductiveenvironments.

5.ANIMATE

ThecreativeprocessisafundamentalstepforasuccessfulInnovationStrategy.Creativity,however,mustbeputintoaspecificcontextandfocusedinidentifyingspecificsolutions,otherwisethereisaconcreterisktohaveuselessandtimeconsumingbrainstormingsessions.

Lesson7AnimateCreativityProcess

(NAUTILUSSTEP5)

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Incollaborationwith

ARGUMENTS•  Describenextstepsandinitiatives•  DeveloptheStrategyImplementationRoadmaptoachievetargetobjectives

•  Formulatehighlevelbusinesscase.•  DefineandclarifyalltheelementsofaBusinessModel.

•  BusinessModelCanvas

KNOWLEDGEACQUIRED•  Participantswilllearnhowtobuildaroadmapwithtimingandcostsfortheinnovationstrategy,includinghumanresourceplanningotherkeyinvestmentsnecessary.Theywillapplythemodeltotheircasestudies.

•  ParticipantswillgetadeepunderstandingoftheBusinessModelCanvasandapplyittotheirCaseStudies.Theywillusethisasaverificationoftheinnovationsstrategytheyhavedefined.

6.DEVELOP

ARoadmapismorethanjustamedium-longtermPlan.Itisrathera“Radar”,atooltolookaheadwiththefinalgoalofimprovingtheunderstandingofwhatwillbethefuturescenario.

Lesson8DevelopInnovationRoadmap

(NAUTILUSSTEP6)

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Incollaborationwith

ARGUMENTS•  AnalyticalDesignandTechnicalFeasibilityoftheSolution

•  EstimateSolutioncosts•  Explorefundingandfinancingalternatives•  UpdateBusinessCaseandprepareDevelopmentPlanfortheSolution

•  DetailedDesignoftheSolutionandPerformSolutionTest

•  Summarizepositiveaspects,negativeaspectsandsuggestionforimprovement.

KNOWLEDGEACQUIRED•  Participantswilllearnhowtounderstandthefinancialandorganisationalimplicationsoftheinnovationstrategy.Theywillexplorefundraisingtechniquesanddesignafundraisingcampaignfortheircasestudies.

7.DESIGN

DefineaSolutionalsomeansdiscardalltheotherpossiblealternatives.Itisadetailedandaccurateprocessthatmustconsiderandanalyzeallthealternativesandidentifythemostsuitable.

Lesson9Design&TesttheSolution

(NAUTILUSSTEP7&8)

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Incollaborationwith

ARGUMENTS•  Engineeringofthesolution/productionprocess•  Ensurefeasibilityoffullscaleproduction•  SetupProductionfacilitiesand/oroutsourcingpartners

•  DefineMarketingandLaunchPlan•  PositionandLaunchtheSolutionontheMarket

•  Analysecustomerfeedbackandadjust.KNOWLEDGEACQUIRED•  Theparticipantswillexploreindepthallthepossibleconsiderationfora“go-to-market”strategyoftheirplannedinnovationstrategy.TheywillbuildaStrategyMap(KaplanandNorton-StrategyMap)fortheircasestudies.

8.TEST

Lesson10ImplementandLaunch

theSolution(NAUTILUSSTEP9&10)

9.IMPLEMENT

10.LAUNCH

Toengineerandimplementasolutionoftenmeansfacingmanyproblemsandbeingabletosolvethembyusingallthepreviousexperiencesbutalsoinventingoriginalsolutions.

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Incollaborationwith

ARGUMENTS•  Eachgroupwillpitchtheircasestudyinnovationstrategytotherestofthecourseparticipantsusingtheacquiredmodels

•  Eachmemberofeachgroupwillbepresentoneormoreoftheconcepts

•  Otherparticipantswillbehavethepossibilitytorequestfurtherinsights

KNOWLEDGEACQUIRED•  Participantswillhavetheopportunityofdemonstratingthelevelofunderstandingthattheyhavegainedfromthecourse,theircomprehensionoftheirparticularcasestudy,theabilityofcollaborateingroups,andtheirindividualcommunicationskills.

Lesson11&Lesson12PrepareandPitchingthe

InnovationStrategyCaseStudies

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Incollaborationwith

Fulldayfinallesson

LessonsCalendar&Location

23(*)-UniversityofRome“TorVergata”-ViaColumbia2,00133Roma

(*)

Participationfeesforexternalstudents

Forparticipationinthewholecourse•  €1.950,00regularfee•  €1.450,00ifyousignupbeforeDecember31,2017•  Certificationof“InnovationManager”signedbyUniversityofRome“TorVergata”foraregularparticipation(seecourseparticipationrules)

Allregistrationinformationcanbefoundhere:http://economia.uniroma2.it/master-science/ba/seminars-workshops/355-868/innovation-management-methodology-theory-practice-6-cfu-1-and-2-module

24*AllamountsareVATnotincluded

SponsorshipopportunitiesfortheCompaniesGOLDSPONSOR•  CompanyLogoonalldocumentation•  4courseparticipantsincluded•  Optionofshow-casingthecompanyasacasestudyinthecourse

•  InvitedtalkofacompanymanagertopresenttheCompany’sinnovationstrategy

SILVERSPONSOR•  CompanyLogoonalldocumentation•  3courseparticipantsincluded

PARTNER•  CompanyLogoonalldocumentation•  1courseparticipantincluded

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•  €10.000,00regularrate•  €8.000,00ifyousignupbeforeDecember31,2017



*AllamountsareVATnotincluded-weareexaminingwhetherthecoursecanbeconsiderednottobesubjecttoVAT.

Whoaretheteachers

FromGenoa,professorofManagement,bornin1963•  GraduatedinEconomicsandbusinessattheUniversityofGenoa(Italy)•  M.B.A.INSEAD(Fontainebleau–France)•  Ph.D.inManagementatCranfieldUniversity(Cranfield–UK)•  From1986to1997hasworkedintheorganizationalandbusinessdevelopmentofCPC/

Knorr(nowpartofUnilever)andAnsaldo(nowpartofLeonardo),workinginEuropeaswellasinUSA

•  From1998hasjoinedacademiaasaresearcher,thenassociatedprofessor(2000)andfullprofessor(2005)attheuniversitiesofRome“TorVergata”andMacerata.

•  Since2008:fullprofessorinManagementattheUniversityofRome“TorVergata”,DepartmentofBusinessandLawwhereheteaches:InnovationManagement,GeneralManagementandManagementConsulting.HehasalsotaughtthecoursesofProcurementandSupplyChainStrategiesandStart-up/SMEsManagement.

•  Since2012:DirectoroftheMScinBusinessAdministration•  Since2015:RectordelegatetothedevelopmentoftheYoungEuropeanResearch

UniversitiesNetwork(YERUN)•  Since2010heisinchargeoftheyearlyreportof“ManagementConsultingindustryin

Italy”ofAssoconsult-Confindustriaandsince2015oftheyearlyreportof“ManagementConsultingindustryinEurope”oftheEuropeanFederationofManagementConsultingAssociation(FEACO).

•  Mainareasofresearch(mainlybasedonUniversity/Regional/EUfundedresearchprojects):•  InnovationManagement,mainlyrelatedtodigitaltransformationandtheroleofmanagement

consulting[Publicationsinclude:FreyM,CerrutiCeBinciD,InnovationManagement(inItalian),Cedam,Padova,2012;KazemargiN.,CerrutiC.,AppolloniA,“Adoptingopeninnovationinsupplynetworks]

•  SupplyChainManagement,mainlyrelatedtosupplychainpartnershipsandglobalsupplychains[Publicationsinclude:CerrutiC.,MenaC.,SkipworthH.andTavolettiE.,“CharacterizingAgileSupplyPartnershipsintheFashionIndustry”,InternationalJournalofOperationsandProductionManagement,vol.36,No.8,2016;DelbufaloE,CerrutiC.,“Supplynetworkconfigurationandthecapabilityoffirmstoinnovate:Atheoreticalframework”.InternationalJournalofManagement,Vol.29,No.4,2012]

CorradoCerruti

Whoaretheteachers

FromNaples,physicist,bornin1955•  ForoverthirtyyearsICTprofessionalandmanager.HeheldpositionsinItalianand

MultinationalEnterprises:•  HeadofResearch&DevelopmentofSystems&ManagementSpA(Pisa);•  TechnicalmanageratSperryUnivac(Florence);•  ManagingDirectorofSistemi&TecnologieSpA(Naples);•  ManagingDirectorofEurobitSistemiSpA(Rome);•  ExecutiveDirectorEDS-ElectronicDataSystemsItaly,BankingSector;•  ManagingDirectorofRomaServiziInformaticiSpA(Rome).

•  Since2008:FounderandExecutiveOfficerofManagementInnovationSrl,aconsultingfirmspecializedinthemanagementofinnovationintheICTandenergysectors.

•  SinceMarch2015:FounderandBoardMemberofGreenEnergyStorageSrl(Trento),aCompanythathasacquiredandindustriallydevelopedaHarvardUniversitypatentconcerningorganicflowbatteries.

•  SinceSeptember2016:FounderandChiefExecutiveOfficerofGlasstoPowerSrl(Milan),aUniversityofMilanBicoccaspin-offCompanythatacquiredthepatentsrelatedtothetransparentphotovoltaicwindows.

•  "EconomicsofInnovation"ProfessorattheUniversityofInternationalStudiesofRome(UNINT).

•  Professorof"InnovationManagement"withintheMasterinBusinessAdministrationattheUniversityofRome"TorVergata"-DepartmentofManagement&Law.

•  Professorof"InnovationManagement"withinthePhDSchoolattheUniv.ofMilanoBIcocca•  PassionateaboutAstronomyandPresidentfrom2002to2010ItalianAmateurAstronomers

Union(UAI).•  Authorofthreebooks:•  “IlSoleNero”(2005),•  “OcchialCielo”(2010),•  “IlSignoredegliAnelli”(2015)allpublishedbyGremese(Roma)inItalian. 27

EmilioSassoneCorsi

Whoaretheteachers

FromManchester,mathematician,bornin1960•  GraduatedinMathematicsatOxfordin1981•  EarlyexperienceinITCworkingforIBMintheUK,andlaterOlivettiandAuseldainRome,

followedbyamovetoExpertSystems.•  From1989to2015hasworkedinR&Denvironmentssupportingtechnologytransfer,spin-

offs,start-upandEUfunding:•  EUfundingandIndustrialLiaisonOfficeatFBK(Trento);•  EUfundingUniversityofTrento(Trento);•  HeadofResearchUniversityofL’Aquila(L’Aquila);•  HeadofSapienzaInnovazione(Rome);

•  Between1998and2000completedthefollowingBusinessManagementspecializationswiththeOpenUniversity(UK):

•  “FoundationsofSeniorManagement”B800•  “Strategy”B820•  “Creativity,InnovationandChange”B822

•  Since2015:SeniorPartnerofManagementInnovationSrl,aconsultingfirmspecializedinthemanagementofinnovationintheICTandenergysectors.

•  Since2015:BusinessCoachforEASME,hasnowsupported20differentcompanies(winnersoftheSMEInstrumentprogram)inplanningtheirbusinessstrategiesaroundtheirinnovationgoals.

•  SinceJune2016:OwnerofTruemanConsulting,acompanydedicatedtobusinesscoachingandinnovation.

•  “BusinessandStart-Ups"MemberofFacultyatMeliusFormBusinessSchool(RomeandMilan).

•  Professorof"InnovationManagement"withintheMasterinBusinessAdministrationattheUniversityofRome"TorVergata"– DepartmentofManagement&Law.

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StephenTrueman

Fly High, See Far Volare Alto, Osservare Lontano

MAIN-MANAGEMENTINNOVATIONSrl

PartitaIVAeCodiceFiscale:10027101004Soc.Reg.Frascatin.724serie15

REA:RM-1204585

SediOperative:ROMA

VialeLeonardodaVinci,432/A00145Roma(+39065942334

Sedelegale:

VialedellaGalassia4300040RoccaPriora(Roma)(+39069406339-)+393496631533

MILANOViaTrento,1520068PeschieraBorromeo(Milano)

)+393356327681

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