15.351  Managing Innovation and Entrepreneurship

Dear Class
I hope you are all having a fun and productive summer!
I am writing because several people have expressed interest in a TA Position for the Spring - thanks!
To make this more transparent, if you are interested could you please send me an e-mail with your resume and and expression of interest. 
Thanks!
Fiona

Hi, Final team and individual papers are graded and in your mailbox. If I couldn't find your mailbox, they are in a large white envelope on Keira Horowitz's desk, E52-530. Have a great summer! Katie

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Hi everyone,

In response to questions about the final assignment (due Friday), here are some additional guidelines from Prof. Murray:
- the assignment should be no more than 3 pages 1.5 spaced, 11 point font (of your choosing!)
- the assignment is individual and is an opportunity to reflect on what you have learned in class and integrate that learning.

Papers will be graded for the following:
- a clear statement of what you are trying to accomplish in the paper
- clear writing style
- use of specific, detailed examples
- use of specific points of integration or contradiction.

Here are only a few (of many possible) suggested topics:
- You may reflect on one or two specific and personal experiences with innovation and entrepreneurship during which you and the team either used or failed to use some of the processes, structures, incentives etc. outlined in the class.  Be specific, explain the situation, explain what you did and how it was similar or different to what we have learned in class.

 

- You may reflect on two or more of the structures or processes outlined in class and discuss how they are similar or different and the conditions under which you would use one or the other or both.  For example, you might go into more detail on the comparison that we made between GE IBs and XNE. Similarly, sequential or parallel product development.  Or, the process for idea generation used by IDEO compared to the lead-user innovation method. Another pair you could compare is the lablet model to the university grant model.  Or, using a software community compared to other distributed communities.

 

- You may reflect on the tensions in some of the elements of the system - be specific with different elements and please give examples as and when you can.  For example, the tension between integrating start-up businesses within the parent company and the requirements for autonomy and freedom. Alternatively, consider the tension between wanting to involve a large number of diverse external innovators and needing to have IP protection in order to exploit your innovation - how can this be solved?

 

- You may reflect on how organizational choices for innovation - including how you explore and how you execute vary along the technology S-curve, giving examples and being as specific as possible.

 

Ajit & Katie

 

Inaki brought to my attention the fact that Nokia no longer has its eponymous venture arm.
In the past Nokia Venture Partners - part of the Nokia Ventures Organization - did a large amont of external investing - along the lines of Intel Capital.
See:
http://www.iht.com/articles/2003/11/24/btnokia_ed3__0.php
It has now rebranded and is more diversified:
http://www.internetnews.com/bus-news/article.php/3469491
They also have an early stage technology fund which does more incubation-like activities:
http://press.nokia.com/PR/200112/842293_5.html

The basic organization is as follows:
Nokia Ventures Organization, which serves as the innovation engine for the company, has a comprehensive portfolio of corporate venturing tools and capabilities. Together with the Nokia Early Stage Technology Fund, Nokia Ventures Organization hosts four specific initiatives for driving innovation and developing new businesses:

- Insight & Foresight: Identifies disruptive technology and market/business model developments, their drivers and consequences, and concretizes emerging business opportunities for Nokia.

- New Growth Businesses: Develops and operationalizes strategic new business ideas and transforms them into substantial, sustainable businesses.

- Innovent: A US-based team that collaborates with external early stage entrepreneurs to offer expertise and resources that help clarify their visions and accelerate the process between concept development and commercialization.

- BlueRun Ventures: A global independent venture capital firm with USD 650 million under management that invests exclusively in mobile and IP related start-up business and technologies. Nokia is the lead investor in the fund.