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MOTI Management of Technology and Innovation

Timing:          Michaelmas and Lent Terms

Structure:      Evening Sessions in Judge Business School

MoTI represents an introduction to a range of management ideas and concepts relevant to innovative or technology-intensive organisations. The MOTI course is delivered by faculty at Cambridge Judge Business School, supplemented by guest speakers as appropriate. MOTI is shared by five MPhil programmes. MOTI therefore represents a unique opportunity for students to mix with participants from other disciplines and programmes. Lectures take place in the evenings during Michaelmas and the early part of Lent Term and the consultancy project runs throughout the Lent Term. Each subject course comprises 8 hours, typically taught in 2 hour sessions, usually in the early evening.

MoTI equips students with an understanding of how their science, engineering and technology knowledge can be transformed into commercial products and services, and the pathways by which innovations reach the market place. The course provides a basic grounding in the domains of strategy, organisation, marketing, finance and accounting, microeconomics and commercialisation of innovation.

In each area, the focus is on issues particularly relevant to managing innovation – be it in products, processes or in the strategy and direction of an organisation. Following a comprehensive introduction to a range of management tools, concepts and cases, students put the teaching into practice, working in groups on a consulting project addressing a real problem for a client organisation.

ESD Students choose a minimum of 4 courses and all students participate in the group consultancy project. We suggest that you take most of the MOTI Modules in Michaelmas term as the Consultancy project takes up time in Lent term.

 

The components of MOTI are:

 

Michaelmas term 2016

Microeconomics - Professor Jochen Runde- COMPULSORY

The purpose of the MoTI microeconomics course is to provide students with an introduction to microeconomics and to familiarise them  with some  basic concepts and tools relevant to management and business in general, and, where possible, to entrepreneurship, technology and innovation in particular. Topics covered include some basic price theory, the firm, market structure, game theory, transactions costs, market power and externalities.  In more detail, students are:

  • provided with an overview of the subject of microeconomics and an insight into economic reasoning, so that they will be in a position to understand and anticipate people coming at you from an economic point of view
  • introduced to the economist’s conception of the consumer, the firm, market structure, competition and the price system, innovation, externalities and public goods, and transactions costs
  • introduced to game theory, useful for the analysis of strategic behaviour, strategy and negotiation
  • shown how all of the above connect with real-world business, management and policy in general, and the management of technology and innovation in particular

 

Decision Analysis - Dr Feryal Erhun

The objectives of this module are:

To review standard decision-making models under risk and uncertainty.

To show how and why decision-makers often act in ways contrary to what these models recommend.

To present “cognitive repairs” that can be used to “de-bias” individuals and organizations.

To explain how individuals and organizations can reduce their exposure to “Black Swans”.

To show how traditional risk management methods can be adapted to manage projects exposed to unforeseeable uncertainty or “unknown unknowns”.

Finance – Professor Gishan Dissanaike

The course will aim to cover, in just eight hours, what first-year MBA students might typically cover in thirty hours. The emphasis will therefore be on the intuition, rather than the detail. The objectives of this module are:

  • To provide a non-specialist with an introductory understanding of the role of finance and accounting in            business organizations
  • To provide a brief introduction to the structure and content of financial statements
  • To introduce some of the principles of corporate finance and investment appraisal
  • To introduce students to the basics of corporate valuation

 

Technology Strategy – Professor Shahzad Ansari

This module will seek to familiarize the students with basic concepts in strategy and how firms seek to build their competitive advantage on technological innovation. Technology is a key driver of change in several increasingly inter-connected industries. We will focus in particular on the dynamics of technological evolution, and competition in the New Economy. The module will help students understand how firms such as Microsoft, Apple and Intel are able to develop sustainable competitive advantages based on their technologies, while other, equally innovative firms fail to capitalize on their innovations or get displaced by new entrants.

By the end of this module students should develop a greater understanding of, strategy in hi-tech markets, the dynamics of the “network economy”, and the strategies needed to succeed in it, why some technologies become widely accepted while others do not, how some firms are able  to develop competitive advantage around their technologies, how some firms are able to ‘lock-in’ markets and what are the public policy implications of this and the challenges of effective strategy implementation.

 

Lent term 2017

 

Open Innovation – Professor Sucheta Nadkarni

In today’s business world characterized by increasingly complex and inter-connected with market boundaries blurring, rapidly technologies and exponential growth in the number of market players, traditional linear and closed “pipe” models of innovation are a doom to failure. Achieving rapid and sustainable growth requires open innovation platform models that: a) create connections within and between demand- (users) and supply-side (developers and technology providers) markets and b) allow companies to scale rapidly without increasing costs by leveraging “network effects”— increased interconnectedness within and across different markets. In this course, we will cover key aspects of designing, structuring and managing open innovation platform models that can serve as engines to fuel sustained growth. This course will cover topics such as: What are the different types of open innovation platforms? How do companies leverage network effects? How are open innovation platforms designed, executed and managed to maximize a company’s growth potential?

Organisational Behaviour and Innovation  TBA

This short course on ‘Organisational behaviour and innovation’ will help you to understand your own behaviour and that of others in entrepreneurial environments. As such, it deals with a diverse range of topics all of which you should find interesting, challenging and useful.

To help you understand your own attitudes and behavioural preferences we will be using a number of self-assessment instruments in sessions two and three. Please ensure that you complete these in advance, the lectures will be far more valuable if you do.

Marketing of Innovation – Dr Eden Yin

This class provides students - scientists and non-scientists alike - with a solid understanding of the marketing issues and strategies related to the high-tech industries (IT and biotech/pharma). Due to the uniqueness of these industries, e.g., high consumer FUD (fear, uncertainty, and doubt), the most effective marketing strategies are rather different from those used in non-tech industries with much effort concentrating on educating consumers and develop effective targeting and positioning strategy. The core of the course is an in-depth analysis of the winning strategies that companies use to compete in these industries.

 

MoTI Project Dates 2017: 

*Project Briefing Day  - Wednesday, 18th January 2017 (1 pm – 8 pm)

*Project Work – 18th January – 3rd March 2017

Presentations at CJBS - 6th March – 17th March 2017

Submission of Individual Reports – By 20th March 2017

 

Assessment:

You will be given a single grade, derived from two pieces of work:

Group grade for the consultancy project (50%): This consists of a presentation and short executive summary.  

Individual assignment (50%) 1,800 words: This is comprised of a reflection on the project, including the application of taught principles and lessons learnt.