Program Director Contact Details:
Innovation and Entrepreneurship (PG)
Name: Dr Allan O’Connor
Email: allan.oconnor@adelaide.edu.au
Phone: +61 8 8313 0188

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Teaching Staff:

Trimester 2, Trimester 3 & Semester 2
Name: Simon Williams

Short Bio:
Mr Simon Williams has extensive experience in all aspects of sourcing, evaluating and developing opportunities. He has been a small business owner and has worked in large corporations. Simon’s roles have included State Manager of the Australian Institute for Commercialisation, CEO of Itek which is UniSA’s commercialisation company, and founder of the organisational psychology firm, Your Future Edge. Simon has been a director of six companies in the fields of Cleantech, Biotechnology and ICT.

Simon also has a background in finance and is a member of the Australian Institute of Company Directors. Simon brings know-how in managing intellectual property and negotiating partner agreements across various research organisations and industry sectors both nationally and internationally and is passionate about early stage companies.

Email: simon.williams@adelaide.edu.au

Phone: +61 8 8313 7422

Opening intensive:
Wednesday 7th and Thursday 8th Septemebr 2016
9am to 6pm
Horace Lamb, 422 Teaching Room

Closing intenstive:
Wednesday 12th and Thursday 13th October 2016
Horace Lamb, 422 Teaching Room

1	Understand the nature of creativity and innovation
2	Explore, develop and demonstrate their creativity
3	Identify ways of eliminating barriers to creativity
4	Identify ways to turn creativity into insights, ideas, opportunities and action
5	Understand how to bring creativity and innovation into an organisation
6	Understand how to manage creativity and innovation in an organisational context

The University’s preferred textbook supplier is Unibooks: http://www.unibooks.com.au/ 

NO required Text book:

Please utilize the articles below for in-class discussion and as reference material:

Rosabeth Moss Kanter 2006, 'Innovation: The Classic Traps', Harvard Business Review, Vol. 84, No. 11, pp. 72 - 83

Brown, T 2008, "Design Thinking", Harvard Business Review, Vol. 86, No., 6, pp. 84 - 92

Amabile T 1998, " How to Kill Creativity", Harvard Business Review, Vol. 76, No. 5, pp. 76 - 87

Catmull, E 2008, "How Pixar Fosters Collective Creativity", Harvard Business Review, Vol. 86 No. 9, pp. 64 - 72

Sutton R 2001, "The Weird Rules of Creativity", Harvard Business Review, Vol. 79, No. 8, pp. 94 - 103

Thomke, Stefan H., and Barbara Feinberg. "Design Thinking and Innovation at Apple." Harvard Business School Case 609-066, January 2009. (Revised May 2012)

Amabile, Teresa M., and Mukti Khaire. "Creativity and the Role of the Leader." Harvard Business Review Vol. 86, No. 10 (October 2008).

Florida, R Goodnight, J 2005, “Managing for Creativity”,Harvard Business Review, July-August, pp. 125-131.

Rob Goffee & Gareth Jones (2007), “Leading Clever People”, Harvard Business Review, March. pp.72 -79.

Drucker, P 2002, The discipline of innovation. Harvard Business Review, pp. 95-102

Gary Hamel (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review, February, Vol. 84, No. 2, pp. 72-83.

Hamel, G 2009, “Moon Shots for Management”, Harvard Business Review, February, Vol. 87, No. 2, pp. 91-98.

Darrell K. Rigby, Kara Gruver & James Allen (2009), “Innovation in Turbulent Times”, Harvard Business Review, June, pp. 79-86.

Clayton Christennsen & Michael Overdorf (2000), “Meeting the Challenge of Disruptive Change”, Harvard Business Review, March-April, Vol. 78, No. 2, pp. 66-76.

Kevin Coyne, Patricia Gorman Clifford & Renee Dye (2007), “Breakthrough Thinking Inside the Box”, Harvard Business Review, December, Vol. 85, No. 12, pp. 70 - 78.

Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. The University Library web page is: http://www.adelaide.edu.au/library/ 
From this link, you are able to access the Library's electronic resources.

MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study (see: https://myuni.adelaide.edu.au)

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self-directed study).

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.

Intensive Day	Content	Activities
Day 1	Creativity	Introduction and Overview
Day 2	Creativity	Developing and Applying Creativity
Day 3	Creativity and Innovation	Introduction and Overview
Day 4	Creativity and Innovation	Developing and Applyiing Creativity and Innovation

Assessment No.	Form of Assessment/ Collaborative Task	Length (in word count)	Weighting	Due	Learning Outcome
1	Assignment - Brainstorming	800 words	5%	see MyUni	1, 4, 5
2	Assignment - Do all people think alike?	800 words	15%	see MyUni	1, 4, 5
3-4	Assignment - Choose one of the following. a) Building your skills to judge ideas. b) Creating the motive for ideas and innovation. c) Stage Gate – product development process  d) Design Thinking	800 words	30%	see MyUni	1, 4, 5
5	Assignment - Group Presentation.	In-class innovation simulation	10%	see MyUni	4, 5, 6
6	Final Report - Leading innovation in an organisation - Where do we start?	2500-3000 words	40%	see MyUni	3, 5, 6
	Total		100%

Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.

Course results are subject to moderation by the ECIC Board of Examiners

Overview for Assessment

Strategies for maximizing your marks:

1. Please read the assignment carefully. Review the assignment detail thoroughly to ensure that you answer the question/topic/ssues involved with each assessment.

2. Read articles and references and cite in text to support your argument and research.

3. Review grammar and spelling.

When you draft your weekly assignments consider the level of analysis and insight:

· Level one – reading to summarize a document (i.e. the key points of this article are…..)

· Level two – reading to apply the insights (i.e. there are four points we can apply…)

· Level three – reading for more strategic and philosophical implications (i.e. with this strategy the implications for staff include….)

Level One style reports will only summarize an article. Level two and Level three application and analysis will result in higher grading.

Assignments tend to fall into one of two types of reports:

1. Summarize the main themes of the articles or documents – focus on making this practical and useful. Show how you can use the main ideas in the future. When possible, how can the main ideas be turned into a tool that can prompt new thinking / ideas about the concept on the job. This could be to summarize the core ideas or recommendations which you could then use to brain storm new solutions or solve a problem.

2. Case study – this is a summary of your observations or experience with the content. You can refer to: current situation or your observations, the change you see, proposed or used, the process, the results, and the lessons learned in the process.

Requirements for marks – requirements for your learning.

You are required to do an assignment each week during the period from the 1st Intensive to the 2nd Intensive with the final Report due three weeks after the conclusion of classes.


Assessment 1: Brainwriting, brainstorming and left-right brain alternatives.
Exploring cognitive style and adaption-innovation theory in the real world
Weighting: 5%
Due Date: see MyUni
Submission Details: Online through MyUni

Task:

Brainstorming

A crucial element for personal and team creativity is the ability to collaborate to brain storm effectively, however is this a straight forward proposition? This is a short assignment of about 800 words.

Your challenge for assignment one.

You plan a brain storm to work on a problem you are facing or an opportunity you want to create.

1. The key ingredient is a well defined Challenge or Problem Statement. Step one is to pick a problem or challenge that you find interesting and write it out.
2. How will you prompt people to engage with your problem? You may use a tool like Six Thinking Hats or independently review alternatives.
3. What type of ‘result’ should your brainstorming session ultimately create? It could be a strategy, service concepts, a list of product ideas, or an action plan. This must match the design of your Challenge or Problem Statement.

The assignment is designed to be short. The objective is to demonstrate that you can design a brainstorming session.

Scope:

This assignment will assess your understanding of how to design a basic brain storming session. This can be useful for a range of academic and professional applications. The intent of this paper is not to summarize the content but to show your understanding, use of insight to apply theoretical concepts from your research should be cited in support using the Harvard Referencing System.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 5


Assessment 2: Do all people think alike?
Exploring cognitive style and adaption-innovation theory in the real world
Weighting: 15%
Due Date: see MyUni
Submission Details: Online through MyUni via Turnitin

Task:

Do all people think alike?

Exploring cognitive style and adaption-innovation theory in the real world

Articles or resources

1. Stum, J 2009, Kirton’s Adaption-Innovation Theory: Managing Cognitive Styles in Times of Diversity and Change, Emerging Leadership Journeys, Vol. 2 Issue. 1, 2009, pp. 66-78.

Other resources that you could use:

· Kirton, MJ 2003, Adaption-Innovation In the Context of Diversity and Change, Routledge, New York (reprinted 2006)

Your challenge for assignment one.

Use some of the adaption – innovation theory to make your case.

Do People Think Alike?
Working with and managing people would seem easy if all people did think alike. Yet we know people do not think alike.
1. What is the most insightful points to you about the concept of cognitive thinking style differences. Discuss:
2. How can your understanding of your assessment and adaption-innovation theory change your approach to your ideas or how you manage your contribution at work as well as work with other people and manage other people?
3. Do you have an example or case study where the cognitive diversity was badly managed.

Scope:
This assignment will assess your understanding and application of the course topic. The intent of this paper is not to summarize the content but to show your understanding, use or insight to apply the academic and management research.

Length and Presentation:
800 words, spaced 1.5 lines to clarity

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity of the writing.
· Understanding of the topic.
· Insight that is demonstrated in using the content to shape ideas, strategies or tactics.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 5



Assessment 3 & 4: Building your skills to judge ideas (a)

Choose 2 of the 4 topics outlined below. The first choice to be submitted 8 May 2016, and the second by 15 May 2016. Each submitted component worth 15%.

Assessment a: Building your skills to judge ideas
Weighting: 15%
Due Dates: see MyUni
Submission Details: Online through MyUni via Turnitin

Task:
Judging Ideas: Developing personal skills for innovation.

Books are full of technical tools to evaluate Return on Investment (ROI) of new ideas yet this ignores the many judgements that will be made before the idea is formally presented.

Resources:
· Innovation Management: Chapter Six – pay attention to concepts that you could use in the future as a manager.
· Course Materials and Learning Resources


Your challenge for assignment two:
It is a good idea or a great idea?
Being able to judge ideas is a key skill for innovation. Use this assignment to create a personal model that you can use to judge your ideas. Create a model (or models with different criteria) that you feel will be useful. It can be as structured or non structured as you feel useful. You can use the handouts and the textbooks to develop your model.
It should be able to help you make these judgements. Provide a brief overview of a model or way to judge ideas in these situations. It can be one model or three:
1. How to judge an idea to decide if it is acceptable or not – is the idea worth moving into action? Yes or No.
2. How to judge an idea to find its weaknesses (and make it stronger) – what is weak about this idea?
3. How to judge between ideas – you must pick one idea from a series of ideas yet which one?

Scope:
This assignment will assess your understanding and application of relevant course materials and learning resources. The intent of this paper is not to summarize the content but to show your understanding, use or insight to apply the academic and management research.

Length and Presentation:
800 words, spaced 1.5 lines to clarity

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity of the writing.
· Understanding of the topic.
· Insight that is demonstrated in using the content to shape ideas, strategies or tactics.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 5


Assessment b: Creating the motive for ideas and innovation
Weighting: 15%
Due Dates: see MyUni
Submission Details: Online through MyUni

Task:
Organisational culture:
There is much talk about the need for a culture for innovation. The key reason is to create the motivation for people to want to be innovative.

Resources
· Innovation Management: Chapter Eight
· Refer to your journal as a reflective exercise and incorporate Course Materials and Learning Resources as is appropriate on factors that hinder and enhance a culture of creativity.

Articles – these articles cover a decade of thinking on the issue of climate:
· Creativity and the Role of the Leader: Teresa Amabile and Mukti Khaire Harvard Business Review October 2008
· How To Kill Creativity: Teresa Amabile, Harvard Business Review Septemberr 1998

Your challenge for assignment five:
The culture of an organisation that is open to ideas and innovation is a key to success. How people interpret a culture is highly personal. Keeping in mind the work of cognitive diversity; what are your recommendations for making an organisation more innovative?
1. What should the leaders do and say?
2. What should managers do and say?
3. Any recommendations for departments like HR?
This can apply directly to your organisation or think like a consultant to make recommendations to an executive team. What strategies would you use?
What are some of the tactics or action that will be needed to achieve each strategy.

Scope:
This assignment will assess your understanding and application of the course topic. The intent of this paper is not to summarize the content but to show your understanding, use or insight to apply the academic and management research.

Length and Presentation:
800 words, spaced 1.5 lines to clarity

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity of the writing.
· Understanding of the topic.
· Insight that is demonstrated in using the content to shape ideas, strategies or tactics.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 5

Assessment c: Stage Gate – product development process
Weighting: 15%
Due Dates: see MyUni
Submission Details: Online through MyUni

Task:
New product development
Robert Cooper conceived the model of Stage Gate which is now practically the industry standard. This assignment will be appropriate for those interested in product and technology development.

Resources

· Innovation Management: review the chapters on product development that you feel are useful.

· The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems. Robert G. Cooper

· You can also review Robert Cooper’s book, Winning at New Products: Creating Value Through Innovation. There is much written on
Stage Gate on the web.

Your Challenge for this assignment:
Consulting Recommendations for a CEO: Managing the Innovation Process
Summarize how you could use a Stage Gate approach as a model for new product or service development as if you are making recommendations to a company that you are consulting to or to the Executive Team within your own organisation.
1. Assume the organisation needs to luanch a range of new projects over the next few years.
2. How can you model the Stagegate approach to create a strategy for your organisation?
3. What are some of the key factors that must be well managed?
(You can include an extra page for a chart or flow chart if you feel it would be useful).

Scope:
This assignment will assess your understanding and application of the course topic. The intent of this paper is not to summarize the content but to show your understanding, use or insight to apply the academic and management research.

Length and Presentation:
800 words, spaced 1.5 lines to clarity

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity of the writing.
· Understanding of the topic.
· Insight that is demonstrated in using the content to shape ideas, strategies or tactics.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 5


Assessment d: Design Thinking
Weighting: 15%
Due Dates: see MyUni
Submission Details: Online through MyUni

Task:
Building your toolkit for Design Thinking:
There are many ways to solve the challenges we face.
Design thinking is a problem solving approach that focuses on people.

Resources
· The Design Thinking document from Stanford University Design School. “d.school bootcamp bootleg.
· Business design thinking – www.BetterByDesign.org.nz

Your challenge for this assignment:
Innovations often start with solutions to difficult challenges.
As a human-centered designer you need to understand the people for whom you are designing. As an advisor to the university, you are asked to solve a difficult problem using design thinking.
The problem – some university students feel unsafe being on campus for various reasons. How can the university use Design Thinking to look for solutions to solve this problem?
This assignment has three elements
1. Summarize the steps in the design thinking process that you feel are relevant to solving this problem.
2. Use the document to suggest a ‘method’ or tool, process or approach at each step as appropriate.
3. Suggest who would want to involve or engage of solving this problem?
This assignment is a plan for design thinking ‘idea factory’ you could faciliatate with a group of people. You do not have to solve the problem. This is about the process you would use to explore and solve the problem.

Scope:
This assignment will assess your understanding and application of the course topic. The intent of this paper is not to summarize the content but to show your understanding, use or insight to apply the academic and management research.

Length and Presentation:
800 words, spaced 1.5 lines to clarity

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity of the writing.
· Understanding of the topic.
· Insight that is demonstrated in using the content to shape ideas, strategies or tactics.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 5


Assessment 5: Presentation Group Exercise
Weighting: 10%
Due Dates: see MyUni
Submission Details: Presentation in class

Task: To select a creative space in your environment that consists of creative and innovative elements.

Your group (which will be self-selected) from participants whom you have not known prior to the creativity and innovation course will choose an environment to examine. The environment must one which you do not have a pre-existing interest or connection to or have knowledge of in any degree of depth. You will be required to interpret the space for the purposes of this exercise.

Scope:
The purpose of this exercise is to demonstrate your use of the tools and perspectives learned during the program. This simulation is very common in the real world of new product and service conceptualization. It is a format that you will be able to use in the future.

Length and Presentation:

Five to eight minute presentation – you can create mock ups, posters, or use PowerPoint to help with your presentation. Other participants will have 2-3 minutes to ask questions.

Criteria by which your assessment will be marked:

Your group will present your interpretation to the class. They will assess your concept and strategy for its business potential. Their assessments will be combined into a mark. You will be given instruction to use the learning from the program to help with the assessments.

Learning objectives with this assessment (refer to section 2.1): 4, 5, 6


Assessment 6: Leading Innovation in an Organisation – where do we start?
Weighting: 40%
Due Date: see MyUni
Submission Details: Online through MyUni via Turnitin

Task:

You have been hired to help an organisation become more innovative.
You are given several weeks to draft an overall innovation strategy for the organisation.
You can use your organisation, create an imaginary organisation or pick a company you know well. (Use a Medium sized business that could realistically use your recommendations.)

Your report should include these sections (use page requirements as guidelines):

1. Create a one page briefing for executives – what they need to know to better understand how to harness the creativity of staff to foster more innovative solutions and innovations.
2. Create a one page overview of your overall objectives, philosophy or approach – include;
· how you will focus on new product / service innovation, and
· how you will shape a culture open to new ideas.
3. Create a two page plan of the key strategies and tactics you would recommend and summarize the key measures and financial or cost elements of the program. Write this section like an executive summary (recognizing that the final plan would be longer). Link your tactics to the strategies you recommend. You can base some of your recommendations on your previous assignments. I strongly suggest you use some of your assignments for your strategy.
4. Conclusion: Create one page on your rationale: why you selected a particular philosophy, the approaches and objectives, and how you arrived at these outputs. You should show the connection and application of the theory and techniques learned through the course.

Scope:
This assignment will assess your understanding of the course topics presented over the four days of teaching and required reading and your ability to distill the concepts to shape recommendations and strategies.

Length and Presentation:
3000-4000 words

Criteria by which your assessment will be marked:
· Delivered on time.
· Clarity of the writing.
· Understanding of the topic.
· Delivering the required topics / themes as outlined in this document. · Insight that is demonstrated in using the content to shape ideas, strategies or tactices.

Learning objectives with this assessment (refer to section 2.1): 3, 5, 6

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/files/AssignmentStudentSubmission.pdf

There are a few points to note about the submission of assignments:

• Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet:  Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time:  Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above).  Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.