Code
MGYF STR 5922
Level
M2
Field
Stratégie
Language
Anglais/English
ECTS Credits
2
Class hours
28
Total student load
40
Program Manager(s)
Department
- Management, Marketing et Stratégie
Educational team
Introduction to the module
Today, strategic innovation, including value innovation and business model innovation, is a top priority for many CEOs. This course focuses on analyzing and describing shifts in industry structures (ecosystems) and the necessary adaptation of business models, with an emphasis on recent corporate evolutions, particularly the development of platforms and the resulting 'platformization' of our economy. Its .objective is to explain how digital technologies can help redefine traditional business models. The focus will be on preparing students for the challenge of creating and maintaining a culture of innovation within their own professional environments. Students will be required to design/prototype new business models using Osterwalder’s Business Model Canvas, or the RCOV or St. Gallen models. The overall objective of this seminar is to master the strategic integration of finance and technological innovation (AI) in order to design resilient corporate strategies and scalable business models in a VUCA context."
Learning goals
- 6. Concevoir et/ou piloter des solutions de gestion innovantes en veillant à garantir une création de valeur soutenable pour toutes les parties prenantes
Learning objectives
- 6.1 - Design, develop and implement policies and practices conducive to the dynamism of the organisation, in order to resolve identified issues, taking into account the specific characteristics of the business context.
Course Learning objectives
Niveau 5 (Évaluer) : À l’issue de ce cours, l’étudiant sera capable d'analyser et de concevoir de nouveaux business d'affaires en appliquant les outils et modèles vus en classe et de justifier ses choix y compris en matière de RSE (Niveau 6 (Créer).
Level 5 (Evaluate): Upon completion of this course, students will be able to analyze and design new business models by applying the tools and models studied in class and (Level 6 (Create)) to justify their choices, including those related to CSR (SDGs 8 and 9).
Content : structure and schedule
Part 1: Strategic Innovation [-> SDG 9.4, SDG 9.5]
Morning: Exploration of the different forms of strategic innovation. Analysis of concrete case studies. Identification of value creation levers (value proposition, pricing model, stakeholder management, etc.).
Afternoon: Analysis of several innovative business models across different industry sectors. Students perform an analysis of the business and its environment/ecosystem, and propose reasoned paths for improvement.
Part 2: Value Innovation and Business Model Innovation [-> SDG 9.4, SDG 9.5]
Morning: Exploring "Blue Ocean" style disruptive strategies and analysis of business model innovations.
Afternoon: Analysis of several examples of value innovation and business model innovation. [-> SDG 17.16, SDG 17.17]
Part 3: Business Model Innovation in Action [-> SDG 9.c]
Morning: Presentation of the Business Model Canvas and illustration using concrete case studies.
Afternoon: Group Exam (40%): Design of a new business model (Canvas) from scratch or a business model innovation. Students must design a new business model by applying the method(s) covered in class.
Part 4: Innovating the Value Proposition (Value Proposition Canvas)
Morning: Presentation of the Value Proposition Canvas and illustration using concrete case studies.
Afternoon: Individual Exam (60%): Case study. Students must design a prototype for a new value proposition by applying the method(s) covered in class.
Sustainable Development Goals
ODD 8 / ODD 9 :
Cible 8.2 : Le cours contribue à élever le niveau de productivité économique par la diversification et la modernisation technologique (notamment via l'IA et la plateformisation).
Cible 8.3 : En enseignant la conception de nouveaux modèles d'affaires, le cours encourage directement la créativité, l'innovation et l'entrepreneuriat.
Cible 9.4 : Les étudiants apprennent à moderniser les structures industrielles et à adapter les business models pour les rendre plus durables et plus efficients dans l'utilisation des ressources.
Cible 9.5 : Le séminaire renforce les capacités technologiques des futurs managers en les formant à l'intégration stratégique de l'innovation technologique.
Contributions Indirectes (Leviers de transformation) : L'approche par le Design Thinking et l'innovation par la valeur permet d'adresser d'autres enjeux globaux.
ODD 12 : L'analyse des leviers de création de valeur et la gestion des parties prenantes visent à garantir une création de valeur soutenable.
Action : Le prototypage de nouveaux modèles d'affaires (via le Business Model Canvas) oblige à repenser l'utilisation rationnelle des ressources naturelles (Cible 12.2).
ODD 17 : L'accent mis sur le développement des écosystèmes et la collaboration au sein des plateformes numériques.
Action : Le cours prépare à orchestrer des meta-organisations pour favoriser l'innovation collective (Cible 17.6).
SDG 8 / SDG 9:
Target 8.2: The course contributes to raising economic productivity levels through diversification and technological modernization (notably via AI and platformization).
Target 8.3: By teaching the design of new business models, the course directly encourages creativity, innovation, and entrepreneurship.
Target 9.4: Students learn to modernize industrial structures and adapt business models to make them more sustainable and resource-efficient.
Target 9.5: The seminar strengthens the technological capabilities of future managers by training them in the strategic integration of technological innovation.
Indirect Contributions (Levers of Transformation): The Design Thinking and value innovation approach helps address other global challenges.
SDG 12: The analysis of value creation levers and stakeholder management aims to ensure sustainable value creation.
Action: Prototyping new business models (via the Business Model Canvas) forces a rethink of the rational use of natural resources (Target 12.2).
SDG 17: The emphasis on ecosystem development and collaboration within digital platforms.
Action: The course prepares students to orchestrate meta-organizations to foster collective innovation (Target 17.6).
Number of SDG's addressed among the 17
2
Learning delivery
synchrone
Pedagogical methods
Seminaires / Lectures
Etudes de Cas / Case Studies
Eléments d'étude en ligne / Online Learning Component
Débats / Debates
Evaluation and grading system and catch up exams
Continuous assessment: 40% group case studies
Final exam (CF): 60% individual evaluation (Theory questions / Mini case study)
The final grade may be adjusted based on individual participation (lateness, unexcused absences, etc.).
Resit (CF2): Theory questions / Mini case study. The grade is capped at 10/20.
In the event of failure to pass the resit (CF2), an extension of studies may be granted by the academic board.
Module Policies
Professor-Student Communication
● The professor will contact the students through their school email address (IMT-BS/TSP) and the Moodle portal. No communication via personal email addresses will take place. It is the student responsibility to regularly check their IMT-BS/TSP mailbox.
● Students can communicate with the professor by emailing him/her to his institutional address. If necessary, it is possible to meet the professor in his office during office-hours or by appointment.
Students with accommodation needs
If a student has a disability that will prevent from completing the described work or require any kind of accommodation, he may inform the program director (with supporting documents) as soon as possible. Also, students are encouraged to discuss it with the professor.
Class behavior
● Out of courtesy for the professor and classmates, all mobile phones, electronic games or other devices that generate sound should be turned off during class.
● Students should avoid disruptive and disrespectful behavior such as: arriving late, leaving early, careless behavior (e.g. sleeping, reading a non-course material, using vulgar language, over-speaking, eating, drinking, etc.). A warning may be given on the first infraction of these rules. Repeated violators will be penalized and may face expulsion from the class and/or other disciplinary proceedings.
Learners are expected to strictly adhere to the class schedule provided in their timetable.
● The tolerated delay is 5 minutes. Attendance will be declared on Moodle during these 5 minutes via a QR code provided by the teacher at each course start.
Each half-day of unexcused absence or lateness will result in a penalty of -1 point on the final course grade.
● Student should arrive on time for exams and other assessments. No one will be allowed to enter the classroom once the first person has finished the exam and left the room. There is absolutely no exception to this rule. No student can continue to take an exam once the time is up. No student may leave the room during an examination unless he / she has finished and handed over all the documents.
● In the case of remote learning, the student must keep his camera on unless instructed otherwise by the professor.
Honor code
IMT-BS is committed to a policy of honesty in the academic community. Conduct that compromises this policy may result in academic and / or disciplinary sanctions. Students must refrain from cheating, lying, plagiarizing and stealing. This includes completing your own original work and giving credit to any other person whose ideas and printed materials (including those from the Internet) are paraphrased or quoted directly. Any student who violates or helps another student violate academic behavior standards will be penalized according to IMT-BS rules.
Textbook Required and Suggested Readings
Tidd, J., & Bessant, J. R. (2024). Managing innovation: Integrating technological, market and organizational change (8th ed.). John Wiley & Sons.
Lewrick, M., Link, P., and Leifer, L (2018). The Design Thinking Playbook: Mindful Digital Transformation of Teams, Products, Services, Businesses and Ecosystems. John Wiley & Sons.
Neil Perkin, Peter Abraham. (2017). Building the Agile Business through Digital Transformation: How to Lead Digital Transformation in Your Workplace, KoganPage.
Mootee, I. (2013). Design thinking for strategic innovation: What they can't teach you at business or design school. John Wiley & Sons.
Samson, D., Ellis, A., & Black, S. (2022). Business model transformation: the AI & cloud technology revolution. Routledge.
Keywords
Innovation stratégique, Modelage d'affaires, Design Thinking, Disruption, Technologies Digitales / Strategic Innovations, Business modeling, Design thnking, Disruption, Digital Technologies