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Master in Business Innovation Brochure Master in Business Innovation 2 Imagination Albert Einstein is more important than knowledge The 1st in Thailand New Creative Program International Program Multi-disciplinary Program Can be completed in 18 months Classes taught on Saturdays Blended learning with 2/3 time spent in class and 1/3 scheduled at home Taught by International experts Available as a dual degree with France or South Korea Innovative teaching techniques (MOOCs, Action Learning, Problem and Team based learning, flipped classroom…) Project-based learning (PBL) in collaboration Highlights of the MBI Program Highlights with local organizations 4 Innovation distinguishes between a leader and Steve Jobs a follower WHY A MASTER IN BUSINESS INNOVATION (MBI)? MBI PROGRAM’S DETAILS Program’s goals MBA vs MBI What is business innovation? CURRICULUM Career Opportunities Curriculum overview Program philosophy Innovation-Project Intra/entrepreneur Curriculum Dual Degrees Fast track Ph.D. in Knowledge Management & Innovation Management ADMISSION Applicant profile Admission process Tuition Fees CREATIVE LEARNING ENVIRONMENT Bangkok University The Institute for Knowledge and Innovation Southeast Asia (IKI-SEA) University networks of industrial partners FACULTY 6 Why a Master in Business Innovation (MBI)? The sources of both wealth and The Past performance have evolved over history. During the agricultural age, wealth was measured by the amount of land one possessed. Knowledge-Based Economy 1990-? Information Economy With the beginning of automation 1954-1990 Industrial Economy 1850-1954 in the industrial age, the source of Agricultural Economy Prehistory-1850 wealth shifted from land to labor as the more employees that worked for a company, the more it could produce and the more it could improve its Land Labor Capital Knowledge Wealth performance. Innovation Competition Productivity Quality & flexibility Innovation Knowledge-based economy1 How efficiently and main strategic differentiator increasingly difficult. As effectively an organization towards competitors and a result, management was able to manage its central to gain a sustainable responsibilities have never resources (productivity) advantage. been as demanding as then became the main they are today. Tomorrow’s source of competition. The 21st century is leading executives and During the information characterized by managers will have to era, capital was the challenges that are combine knowledge (tacit main indicator of wealth. unique in the history of & explicit2) and expertise Productivity was no longer humankind. Technological (know-how & know-that3) sufficient, quality and advances and social in their innovation strategy flexibility were required for developments, together and adapt their managerial organizations to remain with a high level of style to overcome these competitive. Over the past interconnectedness challenges (Polanyi, decade, we have entered due to globalization and 1966; Huerta de Soto, into the knowledge- collaborative technologies 2008). Organizational and based economy, where are dramatically changing analytical competences knowledge has become world dynamics. Change will not suffice for the one of the main assets of is happening faster, in a challenges of tomorrow organizations. The way more complex manner, and soft skills will become that organizations are able and it occurs at a more more and more important in to manage and leverage profound level. order to continually improve their intellectual capital to Therefore, predicting the dynamic capabilities of innovate has become a change is becoming managers. 1. Adapted from Savage, C. M. (1996). Fifth generation management : co-creating through virtual enterprising, dynamic teaming, and knowledge networking (Rev. ed.): Butterworth-Heinemann. 2. Polanyi, M. (1966). The logic of tacit inference. Philosophy, 41(155), 1-18. 3. Huerta de Soto J. (2008). The Austrian School – Market Order and entrepreneurial Creativity, Cheltenham/Northampton, Edward Elgar Publishing. The Future Innovation through intrapreneurship has become imperative for most private firms but increasingly so in the public sector. Therefore, capabilities in innovation management have become central to drive businesses and industry forward by both CEOs and governments alike. In today’s more turbulent business environment, innovation involves the acquisition of external knowledge, advanced skills, and the application of new technological combinations. These imply closer collaboration with customers, suppliers, complementors4 and even competitors. Consequently, open innovation and collective strategies are vital for firms to gain sustainable competitive advantage and market-place position. This context justifies the growing number of public-private collaborations and the proliferation of business ecosystems. Hence, industries, possess highly developed bespoke market orientations. organizations, and social and intercultural skills; Moreover, the program societies are in need of they will not remain passive creates an exclusive creative minds to solve in the face of change, but opportunity to experience the ever more complex actively shape organizations innovation management issues they are facing. It and lead the company into throughout the new product is no longer only about the future; they will think or new service development knowing, understanding and act as entrepreneurs. process and to enhance a and capitalizing, but mutual understanding about SCRUTUNIZING, SEIZING, To better prepare for the rationale adopted from a CONNECTING and these challenges, our technological and business ACTING; acting for change, MBI program focuses on management perspective. acting for novelty, acting for the issues of identifying, Empirical evidence exists differentiation and acting conceptualizing, developing to support a mutual for business sustainability. and managing incremental understanding as key for or radical innovations successful cooperation Tomorrow’s leading for product, service between research and executives and managers and process. Its unique development functions and will need to be pro-active curriculum embraces original marketing functions ultimately innovators with the vision business development leading to innovation success and influence to create approaches encompassing (Matthyssens et al., 20155 ; opportunities; they will entrepreneurship within Daniel et al., 20026) . 4. Complementors : businesses that complement product(s) and or service(s) of a company. 5. Matthyssens, P., Bocconcelli, R., Pagano, A., & Quintens, L. (2015). Aligning Marketing and Purchasing for new value creation. Industrial Marketing Management, in press (doi:10.1016/j.indmarman.2015.07.016). 6. Daniel, H.Z., Hempel, D.J., & Srinivasan, N. (2002). A model of value assessment in collaborative R&D programs. Industrial Marketing Management, 31(8), 653–664. 8 So, if you are passionate about tomorrow’s business and desire to be the manager of the future, our MBI program answers your wishes. We will show you and teach you how to: Become a change maker and a change facilitator Master the organizational creative and innovative processes Develop your critical thinking skills Develop your creative abilities Make a difference Be unique Before MBI After MBI Curious about innovation Curiosity & Open Mindness Eager to learn from various Creativity & Innovation Skills disciplines and cultures Willing to make a difference Critical Thinking Interested in designing Independant & the future Self reliant Project & Looking to be unique Team management skills Interdisciplinary & Ready to learn to unlearn International thinking Team player spirit Research & Validation skills Student development (IKI- SEA, 2014) 10 MBI PROGRAM’S DETAILS Our MBI program is designed to answer both regular education as well as continuing education needs. It can be specialized to meet the needs of a particular industry (contact us for more information). Executive training and certificates in the field of innovation are also available. Program’s goals Our MBI program focuses The goals of the program are to provide the upon management within the knowledge, skills and understanding required to: frameworks of short-term and long-term objectives. Identify and generate new ideas For many companies, a critical issue is how to Evaluate benefit versus risk in business opportunities compromise between efficiency and innovation Select best opportunities in combining their short and long term aims. For Integrate theories and practices to strengthen today’s business leader, it innovative (Teece & Pisano, 19947) / dynamic requires the mobilization of capabilities (Eisenhardt & Martin, 20008) of existing resources to current organizations activities, whilst seeking new resources to develop Operationalize (develop and launch) innovative businesses and new processes, products and / or services services. Hence, our MBI program’s overall objective Manage innovative projects and organizational is to provide learners with development through new processes, products theories, methods, and tools and /or services to shape them as potential managers in organizations Attract and retain the best people operating under uncertainty in complex and rapidly Facilitate the emancipation of dynamic capabilities changing market and and the required change (human, process, technological environments. technological) for your company or organization to become innovation centric 7. Teece, D., & Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and
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