Course overview
- Study period
- Semester 1, 2025 (24/02/2025 - 21/06/2025)
- Study level
- Postgraduate Coursework
- Location
- Brisbane City
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
This course prepares students to lead in an uncertain environment. It develops an understanding of the importance and nature of innovation and how managers can lead innovation for value creation and capture. The course combines robust analytical frameworks with cutting-edge knowledge from research and insights from practice.
The Innovation Leadership course prepares participants to lead and manageᅠin an economic environment where the only long-term source of competitive advantage is the capacity to create value through innovation. The course involvesᅠdiscussions on the importance of innovation in the economy to more specific frameworks for leading innovation at the business and team level.
An important objective of the course will be to understand the broader context of innovation. It is unfortunate that innovation has become synonymous with ‘high-technology industries’ such as IT and biotechnology because innovation is important for the sustainability and performance of all businesses and the public sector. Some of the most innovative firms in Australia can be found in the agricultural, resources and infrastructure sectors that are often dismissed as being part of the ‘old’ economy. Service firms such as legal practices and management consultancies can also be innovative through changing business processes and service offerings to customers.
After considering the changing nature of innovation, which places demands on collaboration skills and using knowledge from outside the organization, the course moves to considering innovation as an integral part of business strategy. New technologies that allow modelling and visualization of products and processes are also changing the innovation process. Leading innovation also means managing in the face of uncertainty and in this regard we introduce frameworks for strategy and finance for unknowable futures.
The course has a strong practical emphasis and assessment is based upon developing innovation strategies for real businesses. In addition, it is grounded in research-driven understandingᅠof innovation based on case studies of world-leading innovators.
Course requirements
Incompatible
You can't enrol in this course if you've already completed the following:
MGTS7711
Restrictions
GCBA, GDipBA, MBA
Course contact
Course staff
Lecturer
Tutor
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full Name
- Student ID
- Course Code
Aims and outcomes
Innovation has been described as the fundamental source of new value creation. The purpose of this course is to analyse the importance and nature of innovation and provide insight into how managers can lead innovation effectively. Students will understand and apply robust analytical frameworks and contemporary empirical evidence on international best practice in innovation leadership.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Work collaboratively to present a novel analysis of the nature of innovation.
LO2.
Critically evaluate the nature and context of the innovation process and how it is changing.
LO3.
Apply innovative frameworks and theories to create and communicate insights into innovation strategy for an organisation.
LO4.
Develop an innovation strategy for an organisation.
Assessment
Assessment summary
Category | Assessment task | Weight | Due date |
---|---|---|---|
Presentation |
A1: Innovation Presentation
|
20% |
30/04/2025 5:30 pm |
Reflection |
A2: Reflective Practice
|
30% |
21/05/2025 5:30 pm |
Thesis |
A3: Innovation Strategy Consultating Report
|
50% |
9/06/2025 3:00 pm |
Assessment details
A1: Innovation Presentation
- Team or group-based
- In-person
- Mode
- Oral, Product/ Artefact/ Multimedia
- Category
- Presentation
- Weight
- 20%
- Due date
30/04/2025 5:30 pm
- Other conditions
- Peer assessment factor.
- Learning outcomes
- L01, L02, L03
Task description
Overview
This team-based assignment challenges you to explore less conventional forms of innovation—not products or services—and examine their broader impacts. Your team will create a photo essay that visually and analytically presents an innovation, identifying its enablers, beneficiaries, and potential disruptions. The aim is to provoke deeper thinking about innovation’s complexity, its ripple effects across industries, and its influence on society. Consider looking for examples close to home—perhaps from your own professional backgrounds or industries your team is familiar with.
Assignment Structure
Part 1: Identifying and Showcasing an Innovation
Choose an innovation that is not a product or service but represents a new way of doing things (e.g. innovations in policy, infrastructure, societal systems, cultural practices, or production processes). Take or source a photo that visually represents the innovation.
In your presentation, describe:
- What the innovation is.
- What makes it innovative.
- Why it is significant, focusing on its business and economic implications rather than purely technological aspects.
Part 2: Exploring Its Enablers
Identify 3-5 enablers that made this innovation possible (e.g. supporting infrastructure, economic conditions, cultural factors, policy changes, or enabling technologies). Use photos to illustrate these enablers.
Discuss the role of each enabler in supporting the innovation, including any advantages or disadvantages they bring.
Part 3: Analysing the Beneficiaries
Show 2-4 images depicting those who benefit from this innovation (e.g. individuals, organisations, industries, or communities). Explain how the innovation creates value by:
- Solving problems ('pain relievers').
- Creating new opportunities ('gain creators').
- Considering any negative externalities (e.g. unintended consequences, ethical considerations).
Part 4: Evaluating Potential Disruptions
Use 2-4 images to show areas of the economy, industries, or organisations that are disrupted or threatened by this innovation. Analyse the impact of these disruptions, applying relevant theories of innovation and competitive dynamics.
Discuss the long-term implications for affected sectors.
Presentation Requirements
- Your team will present the photo essay in class, with each team member contributing to either the content creation or delivery.
- Not all members need to present, but all must contribute and be present for Q&A.
- Your slides must be uploaded to Blackboard before class begins.
Tip: Engage your audience! Use clear visuals, storytelling techniques, and compelling analysis to make your presentation impactful.
Photo Guidelines
- Wherever possible, take original photos to strengthen your analysis.
- If original photos are not feasible, you may use online images, ensuring they are credited appropriately.
- The quality of the photos is less important than their clarity and relevance to your argument.
Peer Review Requirement
- Each student must submit an individual peer evaluation via Blackboard.
- Failure to submit a peer review will result in a zero score for both the team presentation and the Innovation Strategy Report.
Why Peer Review? This ensures fair contribution across team members and encourages collaborative leadership, accountability, and reflection.
Marking Rubric is available on Blackboard
AI Statement
This assignment is designed to be challenging, authentic, and complex, requiring critical engagement beyond AI-generated content.
- You may use AI or MT tools to assist with organising ideas, structuring analysis, or enhancing presentation design.
- However, all insights and critical thinking must be your own—you must demonstrate independent comprehension in your work.
- Failure to reference AI use may constitute academic misconduct under the Student Code of Conduct.
Final Reminders
- Choose a unique, thought-provoking innovation—challenge conventional ideas.
- Use clear visuals and strong analysis to tell a compelling story.
- Collaborate effectively—all team members must contribute meaningfully.
- Submit slides on Blackboard before class—no late submissions accepted.
- Be ready for Q&A—demonstrate your deep understanding of the innovation.
Tip: Need inspiration? Check out Lecture 1’s examples or look for unconventional innovations in your industry!
Submission guidelines
One team member per group has to upload the slides to Blackboard BEFORE the presentation.
All team members should complete the Peer Assessment on Blackboard at least two days after the presentation.
Deferral or extension
You cannot defer or apply for an extension for this assessment.
Please contact teaching staff directly if you are unable to attend your presentation.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
10% only applies to submitted material. Failure to attend your assigned presentation will result in a mark of 0 for that component.
A2: Reflective Practice
- Online
- Mode
- Written
- Category
- Reflection
- Weight
- 30%
- Due date
21/05/2025 5:30 pm
- Learning outcomes
- L02, L03
Task description
Overview
This individual assignment requires you to write a 1,500-word reflective essay based on your experience with the Back Bay Battery online innovation strategy simulation. The objective is to critically analyse the challenges and insights gained from managing innovation transitions and relate them to relevant academic literature and workplace practice.
The simulation models the transition from an existing business to a new, innovative model. While this example focuses on a product, its principles apply equally to any business navigating Horizon 2 innovations. Your essay must demonstrate analytical depth, drawing connections between simulation experience, innovation themes, and real-world business applications.
Task Description
Your reflective essay should address the following key areas:
- Simulation Experience: Describe your experience with the simulation. What challenges did you encounter? What decisions were particularly difficult, and why?
- Innovation Themes: How did the simulation reflect key innovation concepts discussed in class? Consider:
- The Christensen framework on disruptive innovation.
- The challenges of integrating a Horizon 2 innovation into Horizon 1 (Refer to Moore, Geoffrey A. "To Succeed in the Long-Term, Focus on the Middle-Term,” Harvard Business Review, 2006).
- Lessons about managing disruptive innovation.
- Workplace Reflection: Based on your simulation insights, how can the lessons be applied to managing innovation and technological change in your current or previous workplace?
The essay must follow proper academic formatting and use APA referencing style. A descriptive summary will not be sufficient—you will be assessed on your ability to analyse, synthesise, and evaluate experiences against the simulation and relevant literature.
Simulation Process
- You will play introductory and an advanced scenarios of the Back Bay Battery simulation.
- The advanced scenario will have adjusted settings to encourage deeper understanding of the principles at play.
- You will have access to the simulation via your Harvard Business account (details provided on Blackboard).
- Use your experiences in both rounds to develop insights for your reflective essay.
Assessment Marking Rubric is available on Blackboard
AI Statement
- This assignment requires critical reflection and original analysis. While AI or MT tools may assist with structuring or refining ideas, your essay must demonstrate independent critical thinking and synthesis of learning.
- All AI or MT use must be referenced appropriately. Failure to disclose AI assistance may constitute academic misconduct.
- Plagiarism or over-reliance on AI-generated content will result in penalties. Your essay should reflect your own interpretation and understanding of the simulation and related concepts.
Final Reminders
Ensure your essay is analytical, not just descriptive.
Use high-quality academic sources in your discussion.
Submit on time via Blackboard.
Submission guidelines
Submit individually through Turnitin and the Blackboard Assessment link.
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
A3: Innovation Strategy Consultating Report
- Online
- Mode
- Written
- Category
- Thesis
- Weight
- 50%
- Due date
9/06/2025 3:00 pm
- Other conditions
- Work integrated learning.
- Learning outcomes
- L01, L02, L03, L04
Task description
Overview
This major assignment is designed to assess your ability to critically evaluate innovation strategies, commercialisation processes, or industry innovation projects. You will select one of three assignment options and submit a comprehensive report. The task requires you to apply innovation frameworks, business model design principles, and strategic recommendations in a real-world or entrepreneurial setting.
Submission Details
- Word Count: 2,500 words (Option 1) / 3,500 words (Options 2 & 3)
- Submission: Electronically via Blackboard
- Weighting: 50% of total course grade
Assignment Options
Option 1 – Innovation Strategy or Process Report
Evaluate the innovation strategy of a self-selected organisation (preferably your current or past employer) using the Innovation Value Chain framework or other analytical tools from the course. Specifically:
- Submit a one-page proposal (before Session 4) on Blackboard, detailing your selected organisation, objectives, and expected outcomes. (Not graded but mandatory.)
- Assess the current state of innovation strategy in the organisation, identifying a key theme for analysis (e.g. innovation culture, ideation process, measuring innovation, etc.).
- Provide strategic recommendations for improvement, ensuring they are clear, implementable, and based on data-driven insights. Your recommendations should be focused and high-value, avoiding broad, generic advice.
Option 2 – Innovation Commercialisation or Startup: Business Model Validation
Develop and validate an innovation that solves a business challenge for your employer or represents a viable entrepreneurial startup. Your analysis must cover desirability (user value), feasibility (business execution), and viability (sustainability).
- Submit a one-page proposal (before Session 4) on Blackboard, describing your idea, the problem it solves, and why your chosen organisation is well-positioned to execute it. (Not graded but mandatory.)
- Test and iterate your idea using evidence-based methods (e.g. lean canvas, customer interviews, competitor analysis, journey mapping). Document your process, insights, and final learnings.
- Make a persuasive case for funding or executive buy-in, presenting clear evidence for why your innovation should be pursued.
Option 3 – Innovation Team Project Report for an Industry Partner
Work with an industry partner on a real-world innovation project. Industry partners will present project proposals in Week 3, after which students can apply to participate. Selected teams will work closely with the industry partner and submit a detailed Innovation Strategy Report.
- Submit a one-page motivation statement (before Session 4) explaining why you should be selected for a project.
- Develop a project scope agreement (Week 5) outlining objectives, methodology, deliverables, and constraints.
- Present preliminary findings to the industry partner and lecturer in Week 13 for feedback before final report submission.
- Submit a concise and structured report addressing the industry partner’s key objectives while maintaining academic rigour.
Assessment Criteria will be provided on Blackboard
AI Statement
This assignment requires independent analysis and strategic decision-making. While AI tools may support your research and writing, your work must demonstrate critical thinking and synthesis of concepts.
- All AI use must be acknowledged and referenced. Unreferenced AI-generated content may constitute academic misconduct.
- Plagiarism or over-reliance on AI tools will be penalised. Your report should reflect your own strategic understanding and engagement with the material.
Final Reminders
Select the option that best aligns with your career goals and interests.
Ensure your report is analytical, structured, and well-supported by evidence.
If working with an industry partner, maintain professionalism and confidentiality.
Submission guidelines
All individual submissions (Options 1 and 2) are made to blackboard on the appropriate submission link. For the team project (Option 3) only one submission of the project report per team on Blackboard but each student should complete the Peer Assessment evaluations on Blackboard.
Deferral or extension
You may be able to apply for an extension.
Extension has to be formally applied for.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
Grade | Cut off Percent | Description |
---|---|---|
1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Find the required and recommended resources for this course on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
Learning period | Activity type | Topic |
---|---|---|
Week 1 |
Seminar |
What is innovation and why is it important? Learning outcomes: L02, L03, L04 |
Week 2 |
Seminar |
Creativity, Ideation and the Innovation Process Learning outcomes: L01, L02 |
Week 3 |
Seminar |
Strategy under uncertainty Industry Partner Presentation TBC Back Bay Battery - First introductory scenario with 20 simulation runs Learning outcomes: L01, L02, L03 |
Week 4 |
Seminar |
Effectuation Also submit your Major Assessment Option Selection via Blackboard: OPTION 1: Target organisation selection and innovation strategy report objectives. OPTION 2: Innovation commercialisation or startup – innovative business model. OPTION 3: Industry Partner Project Participation Motivation. Learning outcomes: L02, L03 |
Week 5 |
Seminar |
Business models and Lean Startup Learning outcomes: L02, L03 |
Week 6 |
Seminar |
Design Thinking Back Bay Battery - Intermediate scenario with 20 simulation runs OPTION 3 - project scoping agreements due - email lecturer Learning outcomes: L02, L03 |
Week 7 |
Seminar |
Disruptive Innovation and Business Model Inn Learning outcomes: L01, L02, L03 |
Week 8 |
Seminar |
Business Model Innovation in Practice Back Bay Battery - Advanced scenario with 20 simulation runs Learning outcomes: L03, L04 |
Mid-sem break |
No student involvement (Breaks, information) |
In-Semester Break |
Week 9 |
Workshop |
Photo essay presentations Submit peer reviews within two days of presentations Learning outcomes: L03 |
Week 10 |
Seminar |
Innovation Strategy Implementation Learning outcomes: L03, L04 |
Week 11 |
Seminar |
10. Networking, Open Innovation and Collaboration Learning outcomes: L02, L03 |
Week 12 |
Seminar |
Profiting from Innovation (IPR), Financing and Measuring Innovation Reflective essay on simulation exercise submitted via Blackboard Learning outcomes: L02 |
Week 13 |
Seminar |
13. Revision and BBB Simulation Feedback OPTION 3 - Industry Partner Project Presentation Learning outcomes: L01, L02, L03, L04 |
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.