Technology and Operations Management 2020 Spring (WBS)

Technology and Operations Management

(2020 Spring – COVID-19 Adapted Version)

Syllabus

As of May 15h, 2020

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

 

Instructor: Kanetaka M. Maki, Ph.D. (kanetaka@kanetaka-maki.org)
Teaching Assistant: Keisuke Takagi and Fang Chen (Charles)
Semester & Class Time: Fall – Fridays – 3rd Period (13:00-14:30)
Classroom: Online (Using Zoom)
Contact Address for the Staff: tome2020s-staff@kanetaka-maki.org

 

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

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

2. Course Objective

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

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.

Session 01: Introduction (4/24)
Topics
  • Introduction
  • Course Framework
  • MBA in AI Era
  • Effectiveness of Online Courses
Pre-Assignment
  • Read the course syllabus carefully.
  • Skim through the following article:
    • Wallace, Patricia E., and Roy B. Clariana. “Achievement predictors for a computer-applications module delivered online.” Journal of Information Systems Education 11.1 (2020): 3.
Post-Assignment
  • Submit your self-introduction 1-minute video clip.
Session 02: Experimentation & Innovation (5/1)
Topics
  • Experimentation
  • Prototyping
  • Michael A. Roberto, “New Venture Simulation: The Food Truck Challenge”,  HBSP Product #: 7201-HTM-ENG
Pre-Assignment
  • Reading
    • Michael A. Roberto, “New Venture Simulation: The Food Truck Challenge”,  HBSP Product #: 7201-HTM-ENG
  • Preparation Questions
    1. Why did you make your initial choices in the simulation? What was your decision-making rationale?
    2. How did you assess market feedback and modify your choices as time progressed in the simulation?
    3. If you chose the pushcart option, why did you do so? What made it difficult to pursue this option?
    4. If you chose the research option, what motivated that decision? What were the challenges associated with conducting additional research?
    5. If you chose to operate the food truck rather than the pushcart, what was your rationale?
Post-Assignment
  • The second run of the simulation + submit the takeaway
Session 03: Design Thinking (5/8)
Topics
  • Design Thinking
  • IDEO and Product Development
Pre-Assignments
  • Reading
    • Stefan Thomke and Ashok Nimgade, “IDEO Product Development”, HBS Case #600-143
  • Preparation Questions
    1. How would you characterize IDEO’s process, organization, culture, and management?
    2. Decision point: should IDEO accept the Visor project as is (on a dramatically reduced schedule)? Should they try to persuade Handspring’s management to change its aggressive launch schedule? Or should they simply decline the project? In your discussion, please consider the IDEO and Handspring perspectives.
Post-Reading
  • Tim Brown, “Design Thinking”, Harvard Business Review, June 2008
  • Stefan Thomke, “Enlightened Experimentation: The New Imperative for Innovation”, Harvard Business Review, February 2011
Session 04: User Innovation (5/15)
Topics
  • User Innovation
Pre-Assignment
  • Reading
    • Stefan Thomke, “Innovation at 3M Corporation (A)”, Harvard Business School Case,  July 2002 (HBS Case #699-012)
  • Preparation Questions
    1. How has 3M’s innovation process evolved since the company was founded? Why, if at all, does 3M, known as a “hothouse” of innovation, need to regain its historic closeness to the customer?
    2. How does the Lead User research process differ from and complement other traditional market research methods?
    3. Has the Medical-Surgical team applied the Lead User research process successfully? Why or why not?
    4. What should the Medical-Surgical Lead User team recommend to Dunlop: the three new product concepts or a new business strategy? What are the risks to the new Lead User process at 3M? What are the risks to the Medical-Surgical business unit?
Post-Reading
  • 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
Session 05: Platform Business (5/22)
Topics
  • Platform
  • Google’s Platform Strategy
Pre-Assignment
  • Reading
    • Benjamin Edelman and Thomas R. Eisenmann, “Google Inc. in 2014 (Abridged)”, Harvard Business School Case,  September 2014 (HBS Case #915-005)
  • Preparation Question
    1. Google currently enjoys approximately 70% market share of US searchers, and well above 90% in many other countries. Do you expect the search business to become more concentrated (i.e. dominated by fewer firms)? Is search a winner-take-all business?
    2. Currently 95%+ of Google’s revenue comes from online advertising. How important is it for Google to pursue alternative revenue streams? Which alternatives are the most promising?
    3. Do you view Google’s distinctive governance structure, corporate culture, and organizational processes as strengths or potential limitations?
Post-Reading
  • Thomas Eisenmann, Geoffrey Parker, and Marshall W. Van Alstyne, “Strategies for Two-Sided Markets”, Harvard Business Review, October 2006
Session 06: New Business: Sharing Economy (5/29)
Topics
  • Sharing Economy
  • Uber’s Business Model and Strategy
Pre-Assignment
  • Reading
    • Youngme Moon, “Uber: Changing the Way the World Moves”, Harvard Business School Case, January 2017 (HBS Case #16011-02)
  • Preparation Questions
    1. Do you agree or disagree with Uber’s surge pricing policy? What are the reasons it can be perceived as unfair? What does it mean to say that a pricing policy is exploitative? What are the risks of the policy to Uber? Given these risks, should Uber modify its policy? Be prepared to defend your answer.
    2. Uber is notoriously aggressive in its business tactics. It frequently operates without getting regulatory approval and it often ignores legal concerns; as a consequence, the company has become a lightning rod of criticism. Do you agree with Uber’s aggressive tactics? Is there a more diplomatic way for Uber to conduct its business? Should Uber be taking more of a “tiptoe” approach when it enters new markets?
    3. Uber has become enormously popular among consumers in a very short period of time. How has the company accomplished this?
    4. How well dos Uber treat its drivers? From a driver’s standpoint, is it better to drive for Uber or is it better to drive for a taxi/limo service? Is it economically more attractive to drive for Uber? What would you imagine are the biggest complaints drivers have about driving for Uber? What would you imagine are the most appreciated benefits? What is the profile of a typical Uber driver, and how does it compare to the profile of the typical taxi or limo driver?
    5. How robust is Uber’s operating model? What are the weak links in its service model? Is Uber vulnerable? In what way?
    6. In its relatively short life span, Uber has attracted a lot of media attention. Why is this? What is it about the Uber business model that is both compelling and polarizing? In addition, why has Uber managed to achieve such a high valuation? What are the pros and cons of a high valuation?
Guest Speaker I: Entrepreneurship in Japan (6/5) 
Topics
  • Guest Speaker: Dr. Koji Osawa (Global Catalyst Partners Japan)
  • Entrepreneurship in Japan
Pre-Assignment
  • TBD
Post-Reading
  • TBD
Session 07: New Business: Drone (6/12)
Topics
  • Drone Industry
  • Innovator’s Dilemma
Pre-Assignment
  • Reading
    • 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
  • Preparation Questions
    1. What customer segment(s) should DJI target in (a) the near future (e.g., the next five years) and (b) in the longer term (e.g., beyond the next five years)?
    2. How would you map DJI’s innovation eco-system for the commercial segment? What kinds of co-innovation and adoption risks does the company face?
    3. Should DJI move to a platform-based model or should they continue to be a product-based company? In other words, to what extent is there potential for DJI to move towards a platform-based business model?
    4. What kinds of change in their business model would DJI be required to make if it were to move to a platform-based business?
    5. What other strategies would you adopt if you were a DJI executive?
Post-Reading
  • 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
Session 08: New Business: Genome Industry (6/19)
Topics
  • Genome Industry
Pre-Assignment
  • Reading
    • John A. Quelch and Margaret Rodriguez, “23andMe: Genetic Testing For Consumers (A)”, Harvard Business School Case,  January 2014 (HBS Case #514-086)
  • Preparation Questions
    1. Is the sale of DNA tests to consumers a good idea?
    2. Would you invest in 23andMe?
    3. What should Wojcicki do?
In-Class Reading
  • 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)
Session 09 (6/26): Service Innovation and Operations
Topics
  • Service Innovation
  • Service Operations
  • Benihana’s Business Model
  • Basics of Operations
Pre-Assignment
  • Reading
    • H. Earl Sasser, “Benihana of Tokyo”,  HBS Case #9-673-057
  • Preparation Questions
    1. What are the differences between the Benihana production process and that of a typical restaurant?
    2. Examine the production system in detail. What are the major design choices which generate operating efficiencies?
Post-Reading
  • Roy D. Shapiro, “Designing, Managing, and Improving Operations”, Harvard Business Publishing Core Curriculum “Operations Management”, 2013
Online Tutorial – Bioinspiration (7/3)
Topics
Pre-Assignment
  • TBD
Post-Reading
  • TBD
Online Simulation Competition (6/26-7/3 or 7/10)
Topics
  • Operations
Assignment
  • Online Simulation
    • W. Earl Sasser Jr. and Ricardo Ernst, ”Operations Management Simulation: Benihana V2”, Product #: 7003-HTM-ENG
  • Preparation Questions (Challenge 6: Design Your Best Strategy)
    1. What do you think is the best strategy for maximizing profitability?
    2. What do you think is the best strategy for maximizing throughput?
    3. Are there any correlations between these variables?
Session 10 (7/10): Innovation Tournaments
Topics
  • Innovation Tournaments
  • Open Innovation
Pre-Assignments
  • Reading
    • Karim R. Lakhani, “InnoCentive.com (A)”, Harvard Business School Case, October 2009 (HBS Case #9-608-170)
  • Preparation Questions
    1. Why would firms use InnoCentive’s service to solve scientific and technical problems?
    2. What is the motivation for Solvers to participate in InnoCentive?
    3. What kinds of problems are appropriate for Broadcast Search?
    4. What are the trade-offs between choosing a market or a community for problem solving?
Post-Reading
  • Karim R. Lakhani, Eric Lonstein, “InnoCentive.com (B)”, Harvard Business School Case, August 2011 (HBS Case #612026-PDF-ENG)
  • Karim R. Lakhani, Eric Lonstein, “InnoCentive.com (B)”, Harvard Business School Case, August 2011 (HBS Case #612027-PDF-ENG)
  • Gary P. Pisano, Roberto Verganti, “Which Kind of Collaboration Is Right for You?”, Harvard Business Review, December 2008
Reference
  • Eva Guinan, Kevin J. Boudreau, and Karim R. Lakhani, “Experiments in Open Innovation at Harvard Medial School”, MIT Sloan Management Review, 2013
Class 11 (7/17): Inclusive Innovation
Topics
  • Inclusive Innovation
Pre-Assignment
  • Reading
    • Rohit Deshpande and Laura Winig, “Cipla”, Harvard Business School Case, June 2003 (HBS Case #503085-PDF-ENGCiPLA)
  • Preparation Questions
    1. What is your assessment of how well the various parties are handling the global AIDS pandemic?
    2. How does Cipla’s business model differ from that of the traditional pharmaceutical companies? What are the key drivers and challenges to Cipla’s success?
    3. In your view, do Cipla’s business practices constitute unfair competition?
    4. What should Dr. Hamied and his company do in response to the challenges they face?
    5. What, if anything, should the following parties do to combat the global AIDS crisis: (1) “Big Pharma,” (2) “rich country” governments, (3) non-governmental organizations (NGOs) and non-profits such as the Clinton Foundation?
Post-Reading
  •  None
Session 12 (7/24): What is Innovation?  & Wrap-up
Topics
  • What is Innovation?
  • Course Evaluation
  • Wrap-up
Pre-Assignment
  • 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
Post-Reading
  • None
Optional Supplement Material for Summer Holidays I (8/1-): Bioinspiration
Topics
Reading Assignments
  • Reading/Watching
    • Karim R. Lakhani, Vish Krishnan and Ruth Page, ”Bioinspiration at the San Diego Zoo”, Harvard Business School Case, September 2014 (HBS Case #614-703)
  • Preparation Questions
    1. During the development of products and services, what are the typical steps for a problem-solving process? How is Bioinspiration different than other sources of innovation?
    2. Why would firms work with the San Diego Zoo for product innovation help?
    3. Is the current model of the Center for Bioinspiration the best model? What would you recommend should be its role within the zoo and/or its form interaction with clients?
In-Class Materials
  • None
Optional Supplement Material for Summer Holidays II (8/1-): Star Scientists
Topics
  • University-based Innovation System
  • Science Business
  • Star Scientists
Pre-Assignments
  • Reading
    • H. Kent Bowen, “The Langer Lab: Commercializing Science”, Harvard Business School Case, March 2005 (HBS Case #605-017)
  • Preparation Questions
    1. Is the Langer Lab successful? Why?
    2. What role does Langer himself play?
    3. What perpetuates continued innovation and productivity?
Post-Reading
  • Steven Prokesch, “The Edison of Medicine”, Harvard Business Review, March-April 2017
  • G. Zucker, Darby, M.R. 2007. Virtuous circles in science and commerce. Papers in Regional Science. 86(3) 445-470.
Reference
  • Gary Pisano, “Can Science Be a Business? Lessons from Biotech”, Harvard Business Review, October 2006
Optional (Face to Face Only): Design Thinking Workshop
Topics
  • Design Thinking Workshop
Pre-Assignment
  • None
Post-Reading
  • 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]

 

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 on any class session. To reinforce this expectation, I will randomly cold call on students during the ensuing discussion, both those who raise their hands 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.
  • Reference
    • 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

  • You will receive 1-point for each of the following:
    1. Submit class contribution after the class (either synchronous or asynchronous) by the deadline (must include the magic word announced in the class).
    2. Submit pre-assignment by the deadline.
    3. Pass the quiz of self-study materials.
    4. Contribution to the class discussion (synchronous or asynchronous).
    5. Contribution to other student’s learning (“Leave no one behind”).
  • You will receive “B” by receiving 15-points.
  • The weight of criteria 1-5 for the final grade will be decided by the instructor at the end of the semester. The final grade will be decided based on the WBS official rule of the distribution.
  • 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.
  • For those students who registered in the second round or later, please check whether all scores are included.

[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? The 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 the 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?

8. Course Policies

  • Laptop Computers/Tablets/Smartphones
    • In order to increase focus, the use of Laptop Computers, Tablets, and/or SmartPhones will be only used for a class learning purpose.
  • Online Course Instructions
    • I will announce this in session 01. Please follow the rule for the online course.
  • 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 the 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: http://www.kanetaka-maki.org/