Course overview
- Study period
- Semester 2, 2024 (22/07/2024 - 18/11/2024)
- Study level
- Postgraduate Coursework
- Location
- Brisbane City
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
Innovation has been described as the fundamental source of competitive advantage. The purpose of this course is to analyze the importance and nature of innovation and how managers can lead innovation for sustainable competitive advantage. The course is based on robust analytical frameworks and contemporary empirical evidence on international best practice in innovation leadership.
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
Assumed background
Before attempting this course, students are advised that it is important to take note of anyﾠprerequisite and/or incompatible course(s) listed in this course profile. No responsibility will be accepted by the UQ Business School, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where this advice has not been adhered to, for any reason whatsoever.
Recommended prerequisites
We recommend completing the following courses before enrolling in this one:
MGTS7801 and 7803
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
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
This course aims to analyse the importance and nature of innovation, and how managers can lead innovation for sustainable competitive advantage. As innovation has been described as the fundamental source of competitive advantage, students will learn how to 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.
understand the critical strategic importance of innovation for all organisations;
LO2.
critically evaluate the nature and context of the innovation process and how it is changing;
LO3.
demonstrate competence in adapting and applying the strategic and operational managerial frameworks and tools necessary for innovation leadership;
LO4.
develop an innovation strategy for an organisation, illustrating insight in the application of innovation themes and theories;
LO5.
be an effective innovation team member by providing quality impact in a timely, collaborative and collegial manner through exhibiting leadership and innovative characteristics.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Presentation |
Photo Essay Team Presentation
|
20% |
16/09/2024 5:00 pm
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. |
| Reflection | Critical Reflection Essay | 30% |
14/10/2024 5:30 pm |
| Paper/ Report/ Annotation, Project | Consulting Report - Innovation strategy | 50% |
8/11/2024 3:00 pm |
Assessment details
Photo Essay Team Presentation
- Team or group-based
- In-person
- Mode
- Oral, Written
- Category
- Presentation
- Weight
- 20%
- Due date
16/09/2024 5:00 pm
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.
- Other conditions
- Peer assessment factor.
- Learning outcomes
- L01, L02, L03, L05
Task description
This is a team assignment. You will be assigned into teams of 3-5 people. The task for this assignment is to create a photo essay describing an innovation. It will consist of photos to be presented to the class on the due date. It is a 10-minute presentation with 5 minutes Q&A. You must upload your presentation slides to Blackboard before the commencement of class. The photo essay should be structured as follows:
Part 1: Take a picture of an innovation that is not a product or a service (see the notes from Lecture 1 for examples of other forms of innovation). In the presentation, briefly describe the innovation, what is innovative about it, and its importance.
Part 2: Take 3-5 pictures of other parts of the economy or enabling technology that had to be in place to support this innovation. These are meant to be things without which the innovation you are looking at could not exist. In the presentation describe the roles these things play in supporting your focal innovation.
Part 3: Take 2-4 pictures that show who or what benefits from this innovation. The presentation describes the benefits (pain relievers and gain creators) they derive from the innovation.
Part 4: Take 2-4 pictures of other parts of the economy that are potentially disrupted or threatened by this innovation. In the presentation describe the threat that your focal innovation poses to these things.
Ideally, I would like you to take as many of the photos as possible yourself. One of the points of this assignment is to make some of these ideas about innovations more tangible, and figuring out how to take a good picture of something that is not a product is a good way to do this. However, if you do not have access to a camera or a camera phone, you can grab pictures from the internet. You can also do this for things that are just impossible to photograph. I’m not too worried about the quality of the photos, as long as I can tell what they are and how they fit into your story.
This assessment task evaluates students' abilities, skills, and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
One team member per group has to upload the slides to Blackboard BEFORE the presentation.
Deferral or extension
You may be able to defer this exam.
Given that this is an in-person presentation, the assessment will be concluded on the specified date.
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.
Critical Reflection Essay
- Mode
- Written
- Category
- Reflection
- Weight
- 30%
- Due date
14/10/2024 5:30 pm
- Learning outcomes
- L01, L02, L03
Task description
The assignment is to write a 1500-word reflective essay, based on your experience with an online innovation strategy simulation, to be electronically submitted via Blackboard. The Back Bay battery simulation is about transitioning to a new business from an old business. Even though this is a product example, it applies equally well to any business bringing Horizon 2 innovations into the core. In the essay, please address the following sections:
- Describe your experience with the simulation. What was difficult about it?
- How did the simulation reflect innovation themes that we have discussed in class? (e.g. Referring to the Christensen article on disruptive innovations, what does this simulation tell you about managing a disruptive innovation? What can we learn about avoiding the traps of moving a Horizon 2 business into Horizon 1 (See: Moore, Geoffrey A. "To succeed in the long-term, focus on the middle-term.” Harvard Business Review 85.7-8 (2006): 84-90.))
- Considering your comments in parts one and two, what did the simulation teach you about managing changing technologies of production and delivery in your current or former employer’s market?
- Please make any suggestions on how the lecturer can improve the simulation experience. What did you value most in this course and please also make three suggestions on how the course could be improved.
The essay must be written in proper academic format, using APA referencing style. You are to reflect on your personal business experience and make reference to the current literature on your chosen innovation themes. You will be assessed for your ability to analyse, synthesise and evaluate your experiences against the literature and the simulation. A descriptive approach will not be acceptable. The name of this simulation is Back Bay Battery. The process is as follows:
- You will be able to play an introductory and advanced scenario of the simulation as part of your assessment. Use both rounds wisely to ensure you understand the outcomes of your decisions and that you can use this learning in your reflective essay.
- You will be allowed to play the simulation after class. I will adjust the settings of the simulation at the advanced scenario stage, so the idea is to understand the principles, rather than memorising anything.
- Afterwards, you will be required to complete the reflective essay on the simulation (as set out above).
Access to your Harvard Business account for the simulation will be provided to you on Blackboard in when the simulation opens.
This assessment task evaluates students' abilities, skills, and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.
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.
Consulting Report - Innovation strategy
- Mode
- Written
- Category
- Paper/ Report/ Annotation, Project
- Weight
- 50%
- Due date
8/11/2024 3:00 pm
- Learning outcomes
- L01, L02, L03, L04, L05
Task description
Report (2500 words for Option 1 / 3500 words for Options 2 and 3)
See Blackboard for a detailed task description.
OPTION 1 – Innovation Strategy or Process Report
You will evaluate the innovation strategy of a self-selected business or organisation (preferably your current or previous employer) using the innovation value chain framework and other analytical tools that have been discussed in class.
OPTION 2 – Innovation Commercialisation or Startup – Innovative Business Model Validation
You will build evidence for an innovation, testing and iterating as you progress towards commercialisation. This innovation (new idea, product, service and so on), while self-selected, solves a business challenge and creates value for your current or past employer (feasibility). It also needs to create new user value – for internal and/or external users (desirability) and include the design of a sustainable business model (viability). This may also be an entrepreneurial startup venture.
OPTION 3 – Innovation Team Project Report for an Industry Partner
At our third class, an Industry Partner will pitch their innovation project proposals in a 15-minute session (10 minutes for the innovation project pitch and 5 minutes for student questions). The industry partner will provide students with among others;
- background information regarding their business operations,
- the nature and development stage of the current innovation (if applicable), and
- proposed objectives for the innovation strategy or project.
To ensure the confidentiality of any proprietary information shared by industry partners during these sessions, all students would be required to sign confidentiality and non-disclosure agreements for the project at the commencement of class.
Students who opt to do OPTION 3 should submit a one-pager on Blackboard (submitted before session 4), providing a brief description of their intention to work on the industry partner’s project and a motivation for why they should be selected to work on the project.
Selected students will then be introduced to the industry partners and will arrange to meet with the industry partner and formulate a project-scoping agreements. The draft agreements must be forwarded to the lecturer via email or during class in WEEK FIVE.
This assessment task evaluates students' abilities, skills, and knowledge without the aid of generative Artificial Intelligence (AI). Students are advised that the use of AI technologies to develop responses is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.
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: L01, L02 |
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 OPTION 3 - project scoping agreements due - email lecturer Learning outcomes: L02, L03 |
Week 6 |
Seminar |
Design Thinking Back Bay Battery - Intermediate scenario with 20 simulation runs 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 |
Week 9 |
Workshop |
Photo essay presentations Submit peer reviews within two days of presentations Learning outcomes: L03, L05 |
Mid Sem break |
No student involvement (Breaks, information) |
In-Semester Break Learning outcomes: L03 |
Week 10 |
Seminar |
Innovation Strategy Implementation Learning outcomes: L03, L04 |
Week 11 (07 Oct - 13 Oct) |
No student involvement (Breaks, information) |
Kings Birthday – Public holiday – no class Learning outcomes: L03 |
Week 12 |
Seminar |
Networking, Open Innovation and Collaboration Reflective essay on simulation exercise submitted via Blackboard Learning outcomes: L02 |
Week 13 |
Seminar |
Profiting from (IPR), Financing and Measuring Innovation OPTION 3 - Industry Partner Project Presentation Learning outcomes: 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.