DMKT 8345 QM1 Fodness Fall2015 Final

DMKT 8345 QM1: CUSTOMER FOCUSED INNOVATIONFALL 2015

Syllabus Part 1CONTACT INFORMATION

Professor: Dale Fodness, Ph.D. and Instructional Team* Office: mobileSocial: join my network at www.linkedin.com/in/dalefodness; follow me on Twitter @DaleFodnessE-Mail: [email protected] Phone: 817-919-4533 (text friendly)Office Hrs: email; Skype: dfodness, available for IM or chat whenever logged in; by appointment

Wi-Fi Support (Gorman G/H): 972-721-5030; [email protected] COB Faculty Support Center (Anselm 112): 972-721-5277; [email protected]

*INSTRUCTIONAL TEAM

To enhance student learning and to demonstrate an innovative approach to pedagogy, this course is delivered by an instructional team led by Dr. Dale Fodness, Associate Professor of Marketing, collaborating with Adjunct Professor of Innovation William Miller and Resident Innovation Subject Matter Expert (SME), Debra Miller. For more details see Supplemental Information at the end of this syllabus “I. Who is on the instructional team? What are their roles?”

COURSE DESCRIPTION

Creativity and innovation are the key drivers of success for many of today’s leading companies. A culture of creativity and innovation may be the only truly sustainable competitive advantage. An important element of a creative culture is the use of design thinking to innovate with and on behalf of customers. Design thinking represents a powerful complement to more traditional management approaches and is an important knowledge and skill base for business organizations and leaders who want to lead change.

Prerequisite: Admission to the DBA Program.

COURSE OUTCOMES

Students will demonstrate a deep understanding of both the theory and practice of innovation by:

1. Formulating a customer focused innovation proposal to create new value that addresses one or more of the following innovation objectives: optimizes revenue and growth; optimizes quality and productivity; strengthens knowledge, wisdom and talent; evolves business models, strategy and culture; and creates synergistic stakeholder relationships.

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2. Engaging stakeholders throughout the innovation process to identify and target opportunities.3. Applying appropriate tools and techniques to enable individuals and teams/groups to be innovative in

their everyday work. 4. Critically evaluating alternative theories underlying the key dynamics of organization-wide, customer

focused innovation, including scenario-based strategic planning, innovative business models, a sustainable culture for innovation, and measurement of the “return on innovation investment (ROII)”.

EXPERIENTIAL LEARNING

The faculty members of the Satish & Yasmin Gupta College of Business (S&YGCOB) are committed to providing experiential learning opportunities in their courses. We believe it is the most effective means for enhancing adult learning. This course incorporates experiential learning in the following ways:

The students in the Customer Focused Innovation course will develop an innovation proposal for a “live” organization whose purpose and services are aimed at a positive social cause while strengthening their own abilities to: establish a common language and understanding of innovation, think innovatively (including "design thinking"), follow a disciplined innovation process, tap into human values for intrinsic motivation, and build collaborative, innovative teams. In addition to providing practical learning which students can apply to future professional opportunities, their “hands-on” innovation work will make a tangible contribution to their client.

Self-assessment exercises are embedded throughout the course.

The integrative final exam (Your Innovation Action Plan) asks students to analyze the results of self-assessment exercises and apply the insights and applications they have developed from those assessments to an innovation plan for their professional careers after leaving the DBA program.

ETHICS AND PRINCIPLED LEADERSHIP

The Mission Statement of the University of Dallas S&YG COB reads, in part, “The College of Business is a professional school whose primary purpose is to prepare its students to become competent and responsible managers who are principled and moral leaders.”

The faculty members of the College of Business are committed to preparing principled and moral leaders by integrating discussions of ethics throughout our curriculum. We approach this task with the assumption that any decision that impacts another person is by definition a moral decision.

In this course, we will be addressing the ethics involved in innovation through a deeper understanding of the role of human values - the qualities of good character found across cultures and time - to energize and guide our efforts to be innovative and produce innovative results.

Each student will be required to address the potential ethical issues - through the lens of human values - involved in their Innovation Proposal and professional Innovation Action Plan.

REQUIRED TEXT / MATERIALSPage 2 of 14

Title: The Innovation Process: Energizing values centered innovationtm from start to finish.Author: William C. Miller ISBN: 978-1-943868-12-4Publisher/Date: Values Centered Innovation Enablement Service, Bangalore. 2011.

Library Resources

In addition to the required text, there are required readings and other materials assigned for each unit. Access all of these via the following link:

http://udallas.libguides.com/innovation

This resource for accessing materials needed for Customer Focused Innovation is organized by units. Each tab contains the resources necessary for that unit (including both online and residency weekend sessions). To access these materials, a network account and password will be necessary. For username and/or password help, please contact [email protected].

The readings and proprietary materials published by Values Centered Innovation Enablement Services Pvt. Ltd. (designated "VCIES") are available at that password protected tab. The instructional team will post the additional password required for the VCIES tab in the private DBA LinkedIn group.

RECOMMENDED TEXT

Title: Flawless Consulting: A Guide to Getting Your Expertise Used, 3/eAuthor: Peter Block (author website)ISBN: 978-0-470-62074-8Publisher / Publication Date: Jossey-Bass/Pfeiffer, 2011Description: In this course you will be acting as an innovation consultant for a “live” client. If you have never taken on the role of consultant before, the instructional team recommends Flawless Consulting for its practical skills and process focus.

MINIMAL SOFTWARE REQUIREMENTS

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Adobe Reader will be needed to access many of the required materials. MS Office 2007 (Word, PowerPoint, and Excel.) Please refer to the COB Graduate Laptop

Policy/Technology Requirements for complete details. In addition, we use a free, online collaborative mind mapping tool extensively in this course, both in

the classroom and online. Please sign up for a free account (by setting up a username) at http://Mind42.com to be ready to access course materials as they are provided.

ASSIGNMENTS, EXPECTATIONS AND EVALUATION

Innovation Proposal (750 pts)

The major research project for this course is to develop an innovation proposal for an organization whose purpose and services are aimed at a positive social cause. You will be provided a “warm lead” to an organization which has already been vetted as a prospective client by the instructional team as well as a template for your proposal development. This project is designed to integrate all course work and its outcomes demonstrate achievement of the course learning objectives.

Students will be organized into teams of four or fewer* and, taking on the role of innovation consultants for their client negotiate and contract the scope of the project and final deliverables directly with their client as well as present their proposal to their client in written and streaming video format.

* In the first unit of the eCompanion you will review the pool of prospective clients and – as an individual - submit your top 3 preferences. The instructional team will assign you to a project team; an effort will be made to honor everyone’s first or second choice although that may not be possible.

It is critical that prior to the first residency weekend everyone knows who their client is, who is on their project team, and that teams have had a chance to make initial contact with their client. For this to happen, please ensure that you complete the following activity by midnight Saturday, September 5:

Review the client pool information provided in the first unit of the eCompanion and submit your first, second and third choices (via survey link provided in the unit).

The instructional team will post team membership rosters under “Your Innovation Project” in the first unit by Tuesday, September 9. Prior to the first residency weekend, as a team, make an initial contact with your client to introduce your team and begin to develop the relationship necessary for mutual success.

Our course is structured around this project and each unit will bring your one step closer to your final deliverables. To enable the instructional team and your fellow classmates the opportunity to provide formative feedback along the way, there will be a series of graded project status updates as follows:

Project Status Updates (10 @ 25 pts = 250 pts): beginning in Unit 2 and continuing throughout the course, brief written project status updates will be due (posted by each team) in each unit and discussed at the residency weekends. See the Course Schedule for details. Rubrics will be provided at first residency weekend.

An Innovation Process workbook and template will be provided for you to use to document and post your progress. This resource will be introduced and thoroughly reviewed at the first residency weekend.

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The due date for your team’s Innovation Proposal submission for instructional team and peer review and feedback is midnight, Thursday Dec 3. The following day, at our residency weekend session, you and your team will present and solicit feedback on both your written proposal and draft presentation of proposal highlights. Based on that feedback you and the team will then have until midnight, Tuesday, Dec 15 to submit your final deliverable which consists of:

A transmittal memo to client (cc Dale, William, Debra and J. Lee) containing links to written proposal and streaming video presentation

o written proposal (no more than 10 pages not including title page, appendixes, tables & figures)

o streaming video of proposal highlights to help your client understand your written report (< 5 minutes)

Your final deliverable, as described above, is worth 750 points and will be graded based on the rubric provided in Doc Sharing and discussed at the residency weekends.

Integrative Final Exam: Your Personal Innovation Action Plan (250 pts)

The integrative final exam is designed to allow you to demonstrate mastery of both innovation theory and practice by applying the insights and applications you have developed in the course to being innovative in your professional life. Details (including both full assignment and grading rubric) will be provided in Unit 8 and your plan will be due by midnight at the end of Unit 12 (Dec 8).

Contribution to Learning: Expectations

This course is designed as an interactive seminar in which each participant shares his / her own insights, questions, and challenges with the material presented both online and in the classroom. The threaded discussions found in the online units will not be graded (but take note that there are graded assignments embedded within some of the discussions, i.e. your project status updates) and everyone is expected to actively participate in and contribute to the threaded discussions in each unit of the eCompanion just as they are at our residency weekend classroom sessions. There are a number of threaded discussions embedded in the topics that make up each unit and, just as in the classroom, not everyone responds to every question but everyone listens (reads) and participates and contributes as appropriate. To help ensure the value and contribution of your discussions, regardless of venue, please be sure to be familiar with the assigned readings and materials for each unit and classroom session.

To help ensure that everyone in the class can get full benefit from our threaded discussions, please observe the following schedule which you should be familiar with from earlier courses:

On non-residency weeks, initial posts should be made no later than 5:00pm on Saturday. Your response to at least one other student should be made no later than 7:00pm on Sunday evening. This will provide ample opportunity for everyone to share and discuss each other’s thoughts on the materials and activities for that unit.

On residency weeks, we will follow the same schedule unless otherwise noted on the syllabus.

Policies on due dates, grammar & spelling requirements & late submissions: All papers are expected to be well-written from the perspective of proper business English, in the official DBA program format.

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The College of Business requires the American Psychological Association (APA) Style for citations and references.

UD Library: Citation & Style Guides Purdue Online Writing Lab (OWL):APA Citation Guide

[http://owl.english.purdue.edu/owl/resource/560/01]

Grammar, spelling, and punctuation are very important and points will be deducted for poor editing. No late papers will be accepted.

DBA Attendance Policy: Residency weekends (including courses and colloquia) are scheduled on a monthly basis and are mandatory. In extraordinary, unforeseen circumstances, students may be granted one excused absence with the approval of the program coordinator ([email protected]), but may be required to complete additional assignments. Because the residency weekends are critical instructional time, missing more than one residency weekend may result in expulsion from the program.

Online learning will be utilized between the residency weekend sessions. The instructional team believes that when a student is doing the coursework in balance with a healthy lifestyle they can be at their best. Therefore, this course and its workload has been designed to take into account your work, home and other school responsibilities. Please feel free to discuss course workload issues with the lead professor, Dale, at any time.

Timing of Responses to Student Email, Feedback and Grading: The lead professor will check his email early weekday mornings, and commonly twice over the weekend in order to respond to student emails within 24 hours. Feedback and grades are provided within 1 week of assignment submission.

For the benefit of all, please post your questions and comments concerning the course or course content to the Questions Forum in each unit. The lead professor will visit this forum daily during the workweek, and commonly once over the weekend, to respond to your questions or comment on your answers. The Questions Forum is a virtual dialogue, so if you see a question to which you have an answer or insight, please contribute to the discussion.

COURSE SCHEDULE

Unit / Dates / Topics Readings & Assignments Due

1 Course & Innovation Introduction

Online: 09/02-09/22Unit 1 online is extended to allow ample time to prepare for the first residency weekend.

Classroom: Sat, Sep 19 (8:30-4:30)

All* course resources including text are available online at http://udallas.libguides.com/innovation

*Assessment profiles and feedback reports are sent to you directly. Proprietary materials published by Values Centered Innovation Enablement Services Pvt.

Ltd. are designated “VCIES” and found under that tab. The password for the VCIES materials has been posted to the private DBA LinkedIn group page.

Read Prior to Residency Weekend (Fri, Sept 18):

Desouza, K. C., et al. (2008). Customer-driven innovation. Research-Technology Management, 51(3), 35-44.

Drucker, P. F. (1984). The discipline of innovation. Harvard Business Review, 63(3), 67-72. Gunday, G., Ulusoy, G., Kilic, K., & Alpkan, L. (2011). Effects of innovation types on firm

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performance. International Journal of Production Economics, 133(2), 662-676. Leavy, B. (2010). Design thinking-a new mental model of value innovation. Strategy &

Leadership, 38(3), 5-14. Nidumolu, R., Prahalad, C. K., & Rangaswami, M. R. (2009). Why sustainability is now the

key driver of innovation. Harvard Business Review, 87(9), 56-64. Phills, J. A., Deiglmeier, K., & Miller, D. T. (2008). Rediscovering social innovation. Stanford

Social Innovation Review, 6(4), 34-43. VCIES (2007). The Innovation Process: Energizing values centered innovationtm from start

to finish. – pages 1-76

VCIES (2013). Understanding and Applying the Basics of Values Centered Innovationtm for insight, versatility and impact.

VCIES (2015). Understanding and Applying the Innovation Process for insight, versatility and impact.

Review and be prepared to use at Residency Weekend (Fri, Sept 18):

VCIES (2015). The Basics: Myths of Innovation PPT VCIES (2015). Innovation Process 2-page handout VCIES (2015). Team Climate 2-page handout VCIES (2015). Innovation Process individual and group feedback reports VCIES (2015). Team Climate Team Profile feedback report

Assignments: Self-assessments

Innovation Process (IP) Assessment by midnight Friday, Sep 11 Team Climate: Team Profile (TCTP) Assessment by midnight Friday, Sep 11

Your Innovation Proposal Submit preferences for client by midnight Friday, Sep 5 Introduce yourself to your project team (in Your Innovation Proposal discussion)

and your project team to your client (via email) prior to first residency weekend

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2 Innovation Drivers

Online: 09/23-09/29

Read:

Corvino, J. (1996). Hosmer and the “Why Be Moral” question. Business Ethics Quarterly, 6(3), 373-383.

Dunne, D. & Martin, R. (2006). Design thinking and how it will change management education: An interview and discussion. Academy of Management Learning & Education, 5(4), 512-523.

Hanekamp, G. (2005). Business ethics of innovation. Poiesis & Praxis, 3(4), 310-314. McDonagh D. & Thomas J. Rethinking Design Thinking: Empathy Supporting Innovation.

AMJ 2010, 3, 8, 458-464. Miller, W. C., & D. R. (2011). Bringing Human Values to the Forefront of Corporate

Innovation. VCIES. VCIES (2014). Human Values individual and group feedback report VCIES (2014). Understanding and Applying Human Values for insight, versatility and

impact VCIES (2015). Human Values 2-page handout

Review and be prepared to use throughout the course:

VCIES (2015). Innovation Process workbook VCIES (2015). Innovation Process workbook PPT template

Assignments: Self-assessments

Human Values Assessment by midnight Friday, Sep 25 Your Innovation Proposal

Project Status Update 1: Submit workbook pages for Tasks 1, 2, and 3 in the Innovation Process Workbook to unit discussion (2.5 Your Innovation Proposal)

3 Innovation Process

Online: 09/30-10/06

Read:

Galanakis, K. (2006). Innovation process. Make sense using systems thinking. Technovation, 26(11), 1222-1232.

Steiner, G. (2008). Supporting sustainable innovation through stakeholder management: A systems view. International Journal of Innovation and Learning, 5(6), 595-616.

VCEIS (2015). Understanding and Applying the Innovation Process for insight, versatility and impact.

Vos, J. F., & Achterkamp, M. C. (2006). Stakeholder identification in innovation projects: Going beyond classification. European Journal of Innovation Management, 9(2), 161-178.

Assignments: Self-assessments

Innovation Styles Profile (ISP) Assessment by midnight, Oct 2 Your Innovation Proposal

Project Status Update 2: Post workbook pages for Task 4 in the Innovation Process Workbook to Your Innovation Proposal discussion (one per team)

4 Innovative Thinking

Online: 10/07-10/13Classroom: Fri, Oct 9 (1-5pm)

Review Prior to Residency Weekend & Read After:

Amabile, T. M., & Pillemer, J. (2012). Perspectives on the social psychology of creativity. The Journal of Creative Behavior, 46(1), 3-15.

Brown, T. (2008). Design thinking. Harvard Business Review, 86(6), 1-9. VCIES (2015). The Innovation Process: Energizing values centered innovationtm from start

to finish. – pages 77-106 VCIES (2015). Understanding and Applying Innovation Styles for insight, versatility and

impact.

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Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293-321.

Review and be prepared to use at Residency Weekend:

VCIES (2015). Innovation Styles® 2-page handout VCIES (2015). Innovation Styles® individual and group feedback reports

Assignments: Your Innovation Proposal

Client Mini-Case

5 Generating Innovation I: Create

Online: 10/14-10/20

Read:

Anderson, J. V. (1992). Weirder than fiction: The reality and myths of creativity. The Executive, 6(4), 40-47.

Björk, J., Boccardelli, P., & Magnusson, M. (2010). Ideation capabilities for continuous innovation. Creativity and Innovation Management, 19(4), 385-396.

Shah, J. J., Smith, S. M., & Vargas-Hernandez, N. (2003). Metrics for measuring ideation effectiveness. Design Studies, 24(2), 111-134.

VCIES (2015). Innovation Styles Idea Generation Toolkit Wycoff, J. (2003). The" big 10" innovation killers: How to keep your innovation system

alive and well. The Journal for Quality and Participation, 26(2), 17.

Assignments: Your Innovation Proposal

Project Status Update 3: Submit workbook pages for Task 5 in the Innovation Process Workbook.

Post ideas from 4 techniques (one for each style) using the Innovation Styles® Idea Generation Toolkit to the Your Innovation Proposal discussion.

6 Generating Innovation II: Decide

Online: 10/21-10/27

Read:

Dane, E., & Pratt, M. G. (2007). Exploring intuition and its role in managerial decision making. Academy of Management Review, 32(1), 33-54.

Griffin, D., & Tversky, A. (1992). The weighing of evidence and the determinants of confidence. Cognitive Psychology, 24(3), 411-435.

Kanter, R. M. (2006). Innovation: the classic traps. Harvard Business Review, 84(11), 72-83.

Assignments: Your Innovation Proposal

Project Status Update 4: Post workbook pages for Task 6 in the Innovation Process Workbook to the Your Innovation Proposal discussion

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7 Generating Innovation III: Implement

Online: 10/28-11/3

Read:

Nijstad, B. A., & De Dreu, C. K. (2002). Creativity and group innovation. Applied Psychology, 51(3), 400-406.

Van de Ven, A. H. (1986). Central problems in the management of innovation. Management Science, 32(5), 590-607.

VCIES (2015). Creative Journeytm PPT Presentation template Waddell, D., & Sohal, A. S. (1998). Resistance: A constructive tool for change

management. Management Decision, 36(8), 543-548.

Assignments: Self-assessments

Team Climate Individual Profile (TCIP) by midnight Friday, Oct 2 Your Innovation Proposal

Project Status Update 5: Submit workbook pages for Tasks 7 and 8 in the Innovation Process Workbook

Prepare team presentation for Residency Weekend using Creative Journeytm PPT template, with all material from project status updates 1-5

8 Climate for Innovation

Online: 11/4-11/10Classroom: Sat, Nov 7 (8:30a-4:30p)

Read Prior to Residency Weekend:

Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2), 354-363.

Eisenbeiss, S. A., van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 93(6), 1438.

Huizingh, E. K. (2011). Open innovation: State of the art and future perspectives. Technovation, 31(1), 2-9.

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2), 172-194.

VCIES (2011). Understanding and Applying the Team Climate for Innovation for insight, versatility and impact.

VCIES (2014). Business Model Innovation PPT

Review and be prepared to use at Residency Weekend:

Team Climate 2-page handout VCIES (2015). Team Climate individual and group feedback report VCIES (2015): Strategic Intent / Business Model / ROII

2-page handout VCIES (2015): Culture for Innovation 2-page handout

Assignments: Your Innovation Proposal

Project Status Update 6: Submit updated Innovation Process Workbook and PPT Presentation noting any new insights based on Innovative Business Models (Note: presentation may be based on work up to Status Update 5; Status Update 6 is not due until Nov. 10). Be prepared to present your presentation in class.

Integrative Final Exam: Your Personal Innovation Action Plan Review assignment.

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9 Guiding Innovation II: Strategic Intent

Online: 11/11-11/17

Read:

Meristö, T., Kettunen, J., Leppimäki, S., & Laitinen, J. (2007). Competitive advantage through market-oriented innovation process–Applying the scenario approach to create radical innovations. In XXII ISPIM Conference, Innovation for Growth: The Challenges for East and West.

Sarpong, D., & Maclean, M. (2011). Scenario thinking: A practice-based approach for the identification of opportunities for innovation. Futures, 43(10), 1154-1163.

VCIES (2014). Scenario-based Strategic Planning PPT.

Assignments: Your Innovation Proposal

Project Status Update 7: Submit Innovation Process Workbook and PPT Presentation noting any new insights based on "Strategic Intent"

10 Guiding Innovation II: Culture

Online: 11/18-11/24

Read:

KPHG, 2013: HR as a Driver for Organizational Innovation Jamrog, J., Vickers, M., & Bear, D. (2006). Building and sustaining a culture that supports

innovation. People and Strategy, 29(3), 9. VCIES (2014). Innovation Culture Profile PPT VCIES (2015). Innovation Culture Profile sample booklet

Assignments: Your Innovation Proposal

Project Status Update 8: Submit updated Innovation Process Workbook and PPT Presentation noting any new insights based on "Culture for Innovation"

11 Guiding Innovation III: Return on Innovation Investment (ROII)

Online: 11/25-12/1

Read:

Adams, R., Bessant, J., & Phelps, R. (2006). Innovation management measurement: A review. International Journal of Management Reviews, 8(1), 21-47.

Kandybin, A., & Kihn, M. (2004). Raising your return on innovation investment. Strategy and Business, 38-49.

Muller, A., Välikangas, L., & Merlyn, P. (2005). Metrics for innovation: Guidelines for developing a customized suite of innovation metrics. Strategy & Leadership, 33(1), 37-45.

Popadiuk, S., & Choo, C. W. (2006). Innovation and knowledge creation: How are these concepts related? International Journal of Information Management, 26(4), 302-312.

VCIES (2014). Return on Innovation Investment PPT

Assignments: Self-assessments

Team Climate: Team Climate Team Assessment by midnight Friday, Nov 27 Your Innovation Proposal

Prepare written proposal (no more than 10 pages not including title page, appendixes, tables & figures) and post to public doc sharing

Prepare final presentation of Innovation Proposal highlights (< 5 min) and post to public doc sharing.

Prepare integrated presentation on what the team as a whole and each individual team member has learned/experienced about collaborative, innovative teamwork and post to public doc sharing. (After retaking Team Climate Team Assessment)

12 Team Proposals: Sharing and Feedback

Read Prior to Residency Weekend:

Blok, V. (2014). Look who's talking: Responsible innovation, the paradox of dialogue and

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Online: 12/2-12/08*Classroom: Fri, Dec 4 (1-5pm)

the voice of the other in communication and negotiation processes. Journal of Responsible Innovation, 1(2), 171-190.

Review and be prepared to use at Residency Weekend:

VCIES (2015). Team Climate 2-page handout Be sure to look over the other team’s proposals and presentations posted to Doc Sharing to be

ready to provide constructive feedback in the classroom.

Assignments: Your Innovation Proposal

At the residency weekend, you and your team will present your final presentation of Innovation Proposal highlights and solicit feedback on both your written proposal and draft presentation of proposal highlights. Based on that feedback you and the team will then have until midnight, Tuesday, Dec 15 to submit your final deliverable.

Also at the residency weekend, you and your team will premiere the first draft of your Innovation Proposal highlight streaming video presentation.

Integrative Final Exam: Your Personal Innovation Action Plan Submit to public doc sharing by midnight Tuesday, Dec 8.

Due date for Final Innovation Proposal

submission – midnight, Tue Dec

15.

Your Innovation Proposal final submission consists of:

1) transmittal memo to client (cc Dale, William, Debra & J. Lee) with links to written proposal and streaming video

2) written proposal (no more than 10 pages not including title page, appendixes, tables & figures)

3) streaming video of proposal highlights (< 5 minutes)

GRADING SCALE

Grading Criteria:

Item Points Possible Percentage

Term Project: Your Innovation Proposal Written Proposal (400 pts) Streaming Video (100 pts) Project Status Updates (10@25

pts = 250 pts)

750 pts [75]%

Final Exam: Your Personal Innovation Action Plan 250 pts [25]%

Total 1000 100%

COB Standardized Grading Scale:

Grade Grade Points 100-Point Scale*

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A 4.0 93-100

A- 3.7 90-92

B+ 3.3 87-89

B 3.0 83-86

B- 2.7 80-82

C+ 2.3 77-79

C 2.0 73-76

C- 1.7 70-72

D+ 1.3 67-69

D 1.0 63-66

D- 0.7 60-62

F 0.0 <=59

FA 0.0Failure because of excessive absences or failure to withdraw from the course.

*As a percentage of total points possible for the course.

Part 2 of your Syllabus contains additional info regarding College/University-specific policies. You can find Syllabus Part 2 at

your eCollege course site.

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SUPPLEMENTAL INFORMATION

I. WHO IS ON THE INSTRUCTIONAL TEAM? WHAT ARE THEIR ROLES?

Dr. Dale Fodness

Dale is an Associate Professor of Marketing and, as lead professor for this course, ultimately responsible for this course.

William C. Miller William is an Adjunct Professor of Innovation and will be available for threaded discussions and co-lead the residency weekends.

For over 30 years, William has been an internationally-recognized expert on values centered corporate innovation – both as head of the Innovation Management program at SRI International (Stanford Research Institute, in the mid-1980’s) and as president of the Global Creativity Corporation since 1987. He has been named numerous times by Leadership Excellence as among the top 30 thought-leaders worldwide on the subject of leadership. He leads the VCI client and consulting practice as well as IP development. Two of William’s five innovation books – The Creative Edge and Flash of Brilliance – have been rated among the top 30 business books of the year in the USA by Executive Book Summaries. He has been a Guest Faculty member at the Stanford University Graduate School of Business and has consulted and delivered keynotes in countries such as: India, China, Japan, Singapore, Czechoslovakia, England, France,

Holland, Canada, and the USA. His clients over the past 25 years have included corporations such as: Associated Cement Companies (ACC), AT&T, Charles Schwab, Chevron, Compaq, Disney Institute, Dow Elanco, DuPont, Eli Lilly, Exxon Chemical, Ford Motor, HCL Technologies, HP, IBM, Infosys, Kraft Foods, Levi Strauss, Motorola, Nike, Northern Telecom, Philips Electronics, Pillsbury, Pizza Hut, Procter & Gamble, Samsung, Searle Pharmaceutical, Shell Canada, Taco Bell, and 3M

Throughout his career, William has developed and applied practical innovation tools and processes that show clients how to incorporate human values into their innovative work. His innovation methodologies have a proven record of breakthroughs in the field of innovation.

Debra R. Miller Debra is a Resident Innovation Subject Matter Expert and will be available for threaded discussions and co-lead the residency weekends.

Debra is a joint founder of Values Centered Innovation, a global enterprise that enables individuals, groups and organizations to innovate to their highest human capacity. She has decades of experience leading IT initiatives, coaching executives on leadership effectiveness, and building innovation competencies. In the early 1990s, Debra founded Masterful Mission, a business coaching organization working with executives, business owners and entrepreneurs. Through her work and public speaking she helped to pioneer the now-popular concept of business coaching. She leads VCI’s coaching and training practices and IT development, and co-authors VCI’s IP. In her 40-year professional career, she has managed corporate software development and accounting functions, trained thousands of people worldwide, and authored numerous books, articles and white papers on subjects such as business coaching, spiritual-based leadership, human values in the

workplace, and innovation enablement. In the year 2000, she and William Miller co-founded the Global Dharma Center (www.globaldharma.org), which focuses on spirituality and human values for leadership and work organizations. She co-produced programs on Human Values and Ethics in the Workplace, designed for UN Habitat, and the Spiritual-Based Leadership Research Program that interviewed over 40 top executives from 18 countries.

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