Technology and Operations Management 2019 Fall (WBS)


Technology and Operations Management (2019 Fall)


Note: This syllabus may be updated and revised at a later date.

As of September 24, 2019


Instructor: Kanetaka M. Maki, Ph.D. (
Teaching Assistant: Takenori Sasaki
Semester & Class Time: Fall – Fridays – 4th Period (14:45-16:15)
Classroom: Building 11 Room 903
Contact Address for the Staff:


1. Course Description

Technology and Operations Management (TOM) covers two different but interrelated topics: Technology Management and Operations. TOM is a field originally developed at Harvard Business School. The original concept of TOM was started from Operations, specifically focusing on manufacturing and development of physical products. However, as the world of operations research has changed, the course expands to new issues in information technology, supply chains, service industries, etc.
Currently, TOM is the course that provides the student with competencies in the field of technology management for product design, manufacturing, and innovation.
The course will provide students an introduction to the basics of technology management and various new topics related to innovation management. The course will utilize lectures, case discussions, assignments, and guest speakers from industry. Students will learn basic frameworks in this TOM field, and they will utilize these frameworks using case studies.
The course is aimed at three types of audience:

  • those who are interested in the technology business.
  • those who are interested in the process/methods of innovation.
  • those who are willing to expand their perspectives.

We will cover many types of technology in this class. However, STEM background is not required for this course.

2. Course Objective

  1. To provide you the overview of the cutting-edge technology-based businesses.
  2. To provide you the framework to analyze technology-based businesses.
  3. To provide you the frameworks and methods to conduct innovation.

3. Preparation and Assignments

Each student is expected to have completed all readings, assignments for each class before the class starts (approximately 1.5 hours for each class).

4. Class Schedule

The schedule may be updated and revised at a later date.

Class 01 (9/27): Introduction & Innovation
  • Introduction
  • Course Framework
  • What is Innovation?
Reading Assignments
  • None
  • Course Syllabus
  • Peter F. Drucker, “The Discipline of Innovation”, Harvard Business Review, August 2002
  • John T. Gourville, “Eager Sellers and Stony Buyers – Understanding the Psychology of New-Product Adoption”, Harvard Business Review, June 2006
Class 02 (10/4): Guest Speaker – Prof. Mark Cannice
  • Guest Speaker
    • “Understanding Silicon Valley Ecosystem for Entrepreneurship, Innovation, and Venture Capital”
    • Prof. Mark Cannice
Reading Assignments
  • None
In-Class Materials
  • None
Class 03 (10/11): Design Thinking (1)
  • Design Thinking Workshop
Reading Assignments
  • None
In-Class Materials
  • Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan, “Know Your Customers “Jobs to Be Done””, Harvard Business Review, September 2016
  • Don Norman, “The Design of Everyday Things”, Basic Books, 2013 [Chap 6]
Class 04 (10/18): Design Thinking (2)
  • IDEO and Product Development
Reading Assignments
  • Stefan Thomke and Ashok Nimgade, “IDEO Product Development”, HBS Case #600-143
In-Class Materials
  • Tim Brown, “Design Thinking”, Harvard Business Review, June 2008
  • Stefan Thomke, “Enlightened Experimentation: The New Imperative for Innovation”, Harvard Business Review, February 2011
  • Ed Catmull, “How Pixar Fosters Collective Creativity”, Harvard Business Review, September 2008
Class 05 (10/25): Service Innovation and Operations
  • Service Innovation
  • Service Operations
  • Benihana’s Business Model
  • Basics of Operations
Reading Assignments
  • H. Earl Sasser, “Benihana of Tokyo”,  HBS Case #9-673-057
In-Class Materials
  • Roy D. Shapiro, “Designing, Managing, and Improving Operations”, Harvard Business Publishing Core Curriculum “Operations Management”, 2013
Online Class (10/26-11/7)
  • Please learn by yourself using the online program.
  • W. Earl Sasser Jr. and Ricardo Ernst, ”Operations Management Simulation: Benihana V2”, Product #: 7003-HTM-ENG
Class 06 (11/8): Bioinspiration
  • Bioinspiration
Reading Assignments
  • Karim R. Lakhani, Vish Krishnan and Ruth Page, ”Bioinspiration at the San Diego Zoo”, Harvard Business School Case, September 2014, (HBS Case #614-703)
Class 07 (11/15): User Innovation
  • User Innovation
Reading Assignments
  • Stefan Thomke, “Innovation at 3M Corporation (A)”, Harvard Business School Case,  July 2002 (HBS Case #699-012)
In-Class Materials
  • Stefan Thomke, “Innovation at 3M Corporation (B)”, Harvard Business School Case,  July 2002 (HBS Case #699-013)
  • Eric von Hippel, Stefan Thomke,  and Mary Sonnack, “Creating Breakthroughs at 3M”, Harvard Business Review, September – October 1999
Class 08 (11/22): Platform Business
  • Platform
  • Google’s Platform Strategy
Reading Assignments
  • Benjamin Edelman and Thomas R. Eisenmann, “Google Inc. in 2014 (Abridged)”, Harvard Business School Case,  September 2014 (HBS Case #915-005)
In-Class Materials
  • Thomas Eisenmann, Geoffrey Parker and Marshall W. Van Alstyne, “Strategies for Two-Sided Markets”, Harvard Business Review, October 2006
  • Thomas R. Eisenmann, “Platform-Mediated Networks: Definitions and Core Concepts”, Harvard Business School Module Note (HBS Case #9-807-049), October 2007
Class 09 (11/29): New Business: Sharing Economy
  • Sharing Economy
  • Uber’s Business Model and Strategy
Reading Assignments
  • Youngme Moon, “Uber: Changing the Way the World Moves”, Harvard Business School Case, January 2017 (HBS Case #16011-02)
Class 10 (12/6): New Business: Drone
  • Drone Industry
  • Innovator’s Dilemma
Reading Assignments
  • Wai Fong Boh, Wee-Kiat Lim and Yi Zeng, “Da Jiang Innovations (DJI): The Rise of the Drones”, The Asian Business Case Centre, HBSP #NTU139
In-Class Materials
  • Chris Anderson, “The Drone Economy”, Harvard Business Review, May 2017
  • Joseph L.  Bower and Clayton M. Christensen, “Disruptive Technologies – Catching the Wave” Harvard Business Review, January-February 1995
  • Carliss Y. Baldwin and Kim B. Clark, “Managing in an Age of Modularity”, Harvard Business Review, September-October 1997
Class 11 (12/13): New Business: Genome Industry
  • Genome Industry
Reading Assignments
  • John A. Quelch and Margaret Rodriguez, “23andMe: Genetic Testing For Consumers (A)”, Harvard Business School Case,  January 2014 (HBS Case #514-086)
In-class Materials
  • John A. Quelch and Margaret Rodriguez, “23andMe: Genetic Testing For Consumers (B)”, Harvard Business School Case, January 2014 (HBS Case #514-095)
  • John A. Quelch and Irene Lu, ”23andMe: Genetic Testing For Consumers (C)”, Harvard Business School Case, June 2017 (HBS Case #517-129)
Class 12 (12/20): Innovation Tournaments
  • Innovation Tournaments
  • Open Innovation
Reading Assignments
  • Karim R. Lakhani, “ (A)”, Harvard Business School Case, October 2009 (HBS Case #9-608-170)
In-Class Materials
  • Eva Guinan, Kevin J. Boudreau, and Karim R. Lakhani, “Experiments in Open Innovation at Harvard Medial School”, MIT Sloan Management Review, 2013
Class 13 (1/10): Star Scientists
  • University-based Innovation System
  • Science Business
  • Star Scientists
Reading Assignments
  • H. Kent Bowen, “The Langer Lab: Commercializing Science”, Harvard Business School Case, March 2005 (HBS Case #605-017)
  • G. Zucker, Darby, M.R. 2007. Virtuous circles in science and commerce. Papers in Regional Science86(3) 445-470.
In-Class Materials
  • Steven Prokesch, “The Edison of Medicine”, Harvard Business Review, March-April 2017
  • Gary Pisano, “Can Science Be a Business? Lessons from Biotech”, Harvard Business Review, October 2006
Class 14 (1/17): Guest Speaker
  • “AI Strategy at Baidu”
  • Guest Speaker
Reading Assignment
  • None
In-Class Materials
  • None
Class 15 (1/24): Inclusive Innovation & Wrap-up
  • Inclusive Innovation
  • Wrap-up
Reading Assignment
  • Rohit Deshpande and Laura Winig, “Cipla”, Harvard Business School Case, June 2003 (HBS Case #503085-PDF-ENGCiPLA)
In-Class Materials
  • None
Make-up Class (1/31): I may cancel one of the class and have a make-up class on this day.


5. Classroom Procedure 

  • The course meets 15 times for 90 minutes each time. Class sessions will begin and end on time. Please be punctual so that you do not miss the initial thrust of the discussions or disturb others. If you need to miss a class please email me in advance. Keep in mind class participation is part of your grade.
  • Each student is expected to have completed all readings, assignments for each class before the class starts. Assignments will be submitted prior to each class through CourseN@vi. Each student should be prepared and expect to participate in classroom discussions.
  • Many of the sessions of this class will follow the discussion format. This allows you to apply theories, concepts and analytical devices discussed in class or in the reading materials, or from other relevant current events or news sources. The direction and quality of the discussion are the collective responsibility of the class, not the sole responsibility of the instructor. Class participation will be graded on your readiness, willingness and the quality of your comments and their contribution to the discussion.
  • I expect each student to be prepared at all times to comment in any class session. To reinforce this expectation, I will randomly cold call on students during the ensuing discussion, both those who raise their hand and those who do not.

6. Textbooks

  • Required
    • A carefully selected list of readings is provided. We will provide you all printed handouts.
    • We will use IT tools to facilitate the discussion – You are required to bring your smartphone, tablet or PC to the class.
  • Recommended
    • Strategic Management of Technology and Innovation 5th Edition, Robert Burgelman et al., McGraw-Hill Education
    • Managing Business Process Flows: Principles of Operations Management 3rd Edition, Ravi Anupindi et al., Prentice Hall

7. Grading

  • Contribution to the Class Discussion – 40%
    • Students are required to participate in class discussion.
  • Assignments – 40%
    • Students are asked to answer preparation questions for the case studies in each session.
  • Class Attendance – 20%
    • We will use the class contribution form for class attendance.

[Contributing to the Class Discussion]

The frequency (i.e., the quantity) of your interventions in class is not a key criterion for effective class contribution.

Some criteria used to evaluate class contribution are as follows:

  1. Is the participant deeply engaged in class? Use of laptops and electronic devices for non-class purposes can negatively affect class participation and learning experience.
  2. Is the participant a good listener? Are the points made relevant to the discussion? Are they linked to the comments of others? Do the comments show evidence of analysis of the case?
  3. Is there a willingness to test new ideas, or are all comments “safe”? (For example, repetition of case facts without analysis and conclusions).
  4. Do comments clarify or build upon the important aspects of earlier comments and lead to a clearer understanding of the case?

[Scores for the Grading]

All scores you receive will be uploaded on CourseNavi. Please check the scores and let TA know if there is any mistake. It is your responsibility to check the scores. If you did not claim by the end of the semester, we take it as you agreed with the scores you received.

8. Course Policies

Laptop Computers/Tablets/Smartphones

In order to increase focus, use of Laptop Computers, Tablets, and/or SmartPhones will be only used for a class exercise.

Academic Integrity 

The integrity of scholarship is essential for an academic community. As members of the Waseda Business School, we pledge ourselves to uphold the highest ethical standards. The University expects that both faculty and students will honor this principle and in so doing protect the validity of University intellectual work. For students, this means that all academic work will be done by the individual to whom it is assigned, without unauthorized aid of any kind.

The complete Waseda Business School Policy on Integrity of Scholarship can be viewed at Student Honor Code for WBS Courses.

The Honor Code in This Course

You can work with anyone on class assignments.  I suggest that you work in study groups on homework assignments. 

Your class preparation and assignments must not benefit from class materials by students who took this course in prior years, or at other schools. Using course notes or powerpoint slides you received from previous students of this class is a violation of the Honor Code.

9. Notes

  • If you have any questions regarding the class, please send a message to staff ML. Please do not use Facebook chat etc.
  • Kanetaka M. Maki, Ph.D. Official Web Page: