Learning diary
39 pages
English
Le téléchargement nécessite un accès à la bibliothèque YouScribe
Tout savoir sur nos offres
39 pages
English
Le téléchargement nécessite un accès à la bibliothèque YouScribe
Tout savoir sur nos offres

Description

Resume of all the notions approached in classe during the module "Strategic Foresight & Innovation" and discussion of several research articles:
- Amabile et al. (2002) Creativity under Gun, Harvard Business Review, August 2002, 52-61.
- Barthelemy, J. The Experiential Roots of Revolutionary Vision, MIT Sloan Management Review, 48(1), 81-84
- Birkinshaw, J. - Mol. M. 2006, How Management Innovation Happens, MIT Sloan Management Review, 47(4) 81-88.
- Drucker, P. (1985) The Discipline of Innovation, Harvard Business Review, May/June, 67-72.
- Florida, R. (2005) The World is Spiky, The Atlantic Monthly, October, 48-51.
- Hamel, G. - Prahalad, C.K. (1994) Competing for Industry Foresight, Competing for the Future, Harvard Business Press. Chapter 4, 73-105.
- Kim, C. W. - Mauborgne, R. (2004) Blue Ocean Strategy, Harvard Business Review, October 2004, 76-84.
- Masini, E.B. (1993) Why Futures Studies? Grey Seal, London, 1-53,
- May, G. H. (1996) Foreseeing the future, book chapter (4) in The Future is Ours, Foreseeing, Managing and Creating the Future, Westport, CT: Praeger, 113-155.
- May, G. H. (1996) Managing planning and creating the future, book chapter (5) in The Future is Ours, Foreseeing, Managing and Creating the Future, Westport, CT: Praeger, 157-204.
- Sandberg, B. (2007) Enthusiasm in the development of Radical Innovations, Creativity and Innovation Management, 16(3), 265-273.
- Senge, P. (2009) Sustainability: Not What You Think It Is, Interview with Peter Senge, MIT Sloan Management Review, June 2009, 1-8.
- Sutton, R.I. (2002) Weird Ideas that Spark Innovation, MIT Sloan Management Review, Winter 2002, 83-87.
Document graded with distinction!

Sujets

Informations

Publié par
Publié le 10 décembre 2012
Nombre de lectures 110
Langue English

Extrait

Strategic Foresight &
Innovation
Learning Diary
10/10/2011
10 October 2011
Table of contents
1.Lecture 1: Introduction to the notion of entrepreneurship:...........................................4
1.1.Article: “The Discipline of Innovation”...................................................................5
1.2.Article: “The Experiential Roots of Revolutionary Vision”......................................9
2.Lecture 2: Futures research and global trends..........................................................11
2.1.Article: “Why Futures Studies?”..........................................................................12
2.2.Article: “Sustainability: Not What You Think It Is”................................................14
3.Lecture 3: Foresight & innovation:.............................................................................15
3.Article: “The Future is Ours, Foreseeing, Managing and Creating the Future”.......15
4.Lecture 4: Creativity:.................................................................................................19
4.1.Article: “Enthusiasm in the development of Radical Innovations”........................19
4.2.Article: “Weird Ideas that Spark Innovation”........................................................22
4.3.Article: “Creativity under Gun”.............................................................................24
5.Lecture 5: Types of innovation:.................................................................................26
5.1.Article: “How Management Innovation Happens”................................................26
5.2.Article: “Blue Ocean Strategy”............................................................................30
6.Lecture 6: The innovation process and the environment of innovation:.....................32
6.Article: “The World is Spiky”...................................................................................33
210 October 2011
Introduction
Passionate about extreme sports, I would like to develop my own company
specializing in sports travel at the end of my studies. For several years, so I study
entrepreneurship in a business school in France to complete my project. However, in a
world increasingly global, it is now important that students gain international
experiences. I think it is actually necessary to have a look at the different cultures and
especially to adapt to different environments. In addition, in a project like mine, namely
the travels, I will have to do business with suppliers and customers all over the world.
I therefore chose to study in Sweden to acquire the international dimension and
receive a successful education system recognized worldwide. It also made sense that I
integrate the master's Business development and Internationalization to acquire all the
skills needed to pursue my project.
In the first module of the course business development and Internationalization,
several concepts related to entrepreneurship have been taught to me. Thus, various
elements such as imagination, creativity, foresights methods, or again innovation have
been discussed throughout this module.
Through my learning diary, so I gathered all the knowledge and concepts taught
to me as well through lectures given by professors that thanks to the various research
articles that I had the opportunity read. I therefore tried to relate the knowledge I gained
while expressing my views and the items that surprised me about the various theories
discussed in class and through the articles I have fully read.
310 October 2011
Report
1. Lecture 1: Introduction to the notion of entrepreneurship:
During the first lecture, after introducing the various rules and established the
goals of the module "Strategic Foresight and Innovation", we discussed the concept of
entrepreneurship.
The first lecture was an opportunity for me to understand precisely what
entrepreneurship is.
I learned during this first reading that entrepreneurship was the action of
transforming an idea into an innovative product or service to make a profit. Indeed, after
identifying a business opportunity, one or several individuals, considered here as
entrepreneurs, will create a company in order to sell these new products or services and
create value by emerging a source of profit from this activity.
Thanks to this lecture I also realized that entrepreneurship is closely linked to
notions of forecasting and creativity. In fact, in order to identify a business opportunity,
a person must have a vision of the future and understand the changes or the new
tendency of a coming market. Once these developments have been identified, he must
be creative in order to provide an innovative solution to the needs identified.
During the lecture, Ms. Zsuzsanna Vincze also insisted on the fact that we are
not an entrepreneur by nature. I totally agree with this notion, namely that a person is
not born entrepreneur but becomes one. Indeed, through training or past experiences, we
can learn to become an entrepreneur. This highlight therefore that someone can become
an entrepreneur at any age and no matter the social background or the level of
education.
If I fully share this vision, I think it is however important to note that to become
an entrepreneur a person must have certain qualities and characteristic feature. In my
opinion, it is primarily important that an entrepreneur has an ease and an ability to take
risks. He must actually be willing to invest his own money and without knowing with
certainty the return on his investment.
Imagination and creativity are also the qualities necessary for an entrepreneur.
Indeed, he must be able to anticipate or make predictions to provide new solutions
fitting to his vision of the future. Those foresights will be very important for an
entrepreneur. In fact, as Hamel G. states through the article competing for industry
foresight, it will help to: “imagining the future and discovering new competitive space”
(Hamel G., 1994). Thus, combine with creativity, this will help to lead to an accurate
innovation that gives an answer to a new market space and a new demand.
410 October 2011
Charisma and authority will be very important as well. As a business owner, an
entrepreneur will be required to lead a team and will have to accept his vision and his
idea to his team. Thus, I believe these qualities can make the difference between failure
and entrepreneurial success.
It was also interesting to understand what might drive a person to become an
entrepreneur. Contrary to the majority of received ideas, the fact of becoming an
entrepreneur does not result in the mere fact of making money. Some people see
through this concept the opportunity to exercise a passion, to be fully independent by
becoming their own boss or the chance to implement his own ideas and not those
imposed by others.
1.1. Article: “The Discipline of Innovation”
This article, written by Peter Drucker, is the opportunity to return to a very
special concept needed in entrepreneurship: the Innovation.
Thus, after a brief definition of innovation, this article helped me to understand
the sources and processes to manage and set up an innovation.
This article was also very informative about the key principles of an innovation
which could make, at short or longer term, the difference between a success and a
failure.
Through this article, Drucker discusses innovation as: « The effort to create
purposeful, focused change in an enterprise’s economic or social potential » (Drucker
P., 1985). If this vision seems partly correct, I find, however, it a little lighter and
therefore i would like to add some details, which I think are essential. Indeed in my
opinion, innovation is the practice, the techniques, the processes, the products or again
the services resulting from an idea, a theory or an invention (as we have discussed it
with Ms. Zsuzsanna during the lecture 2), to reach business purposes. In fact, the
implementation of this innovation will have an economic aim and will be profitable.
If these details seemed necessary, as I mentioned, I also share the point of view
of Drucker. Innovation can actually be created voluntarily, and is generally based on the
detection of different changes or the acquisition of competence, as I will explain later in
my analysis.
As Drucker says, I think there may be innovations that result from an eureka
moment or a stroke of luck. However, I understood, through this article, that innovation
can emerge from certain sources and could be relatively controlled. In fact, I learned
that innovation could take its source from the analysis of some changes that could raise
the detection of an opportunity. Thus, the use of this opportunity in a practical aspect
can lead to the establishment of an innovation. So it was interesting to discover here that
510 October 2011
some sources, which help to detect an opportunity, could be directly related to the
detection of changes inside or outside a company or an industry.
All sources of opportunities raised by Drucker have all been, for

  • Univers Univers
  • Ebooks Ebooks
  • Livres audio Livres audio
  • Presse Presse
  • Podcasts Podcasts
  • BD BD
  • Documents Documents