Curriculum

Curriculum

The RSM MSc in Management of Innovation programme is one academic year’s duration. Core courses are compulsory and will be offered during the autumn semester (22 EC). Master electives (18 EC) are offered during the spring semester, of which one elective can be chosen from another MSc programme. It is also possible to replace one elective with an internship or business project. During the year, students work on a master thesis project (20 EC).

Please note that certain electives may be very popular. Although we can place most students in the elective(s) of their choice, there are no guaranteed places.

    • The first two days of the programme will consist of multiple company visits and social events for students to get to know each other. This kick-off will include an overnight stay somewhere in the Netherlands. The social activities will be organised by the MSC MI study club.

      Review the course guide for more details.

      Taught by dr. M. Tarakci.

    • Organizations are in a constant hunt for the next blockbuster design, product or service to gain or sustain their competitive edge. Clearly, innovating is no longer a choice, but has become a business imperative. This imperative requires a strong and clear strategic vision. In this course, we will discuss how to form, communicate and execute such a vision. The basic issues cover the co-evolution between industry and firm innovation strategy, technology roadmaps, innovation strategy formulation and execution, patents as a strategic weapon, and innovation portfolio-management. A number of special topics are incorporated as well: Special attention is paid to disruptive and business model innovation. Guest lecturer(s) will share their experience on how they design and execute innovation strategies in their organization. For each topic a number of cases and articles will be used. The final grade consists of the grades of an individual and group assignment and a written exam.

      Review the course guide for more details.

      Taught by dr. M. Tarakci

    • Generation, recognition, adoption and sharing of innovation is certainly a challenge for every organization, but creating an organizational structure that enables an organization to continuously innovate is also an equally, or even more, daunting task. This course will introduce the central challenges and available solutions to organize innovation activities.

      Central topics encompass the processes by which innovation is generated, idea generation, theories of organization of innovation, organizing in service organizations, innovation networks, and organizational design in start-ups also through prototypes. The theoretical knowledge will be supported with case studies, skill development activities and guest speakers with whom the student will have the unique opportunity to discuss and share their opinion.

      Review the course guide for more details.

      Taught by dr. S. Tasselli

       

    • The course focuses on the conceptual and practical problems and challenges of projects. Additionally, the course covers essential aspects of teams and teamwork. Skill workshops involve teamwork and project management tools. Industry speakers and alumni will have in-depth discussions with students on specific innovation problems in their companies (based on teaching cases). A case project enables students to implement this knowledge and skills on a new product, service or business model development project.

      Review the course guide for more details.

      Taught by dr. H.J.D. Klapper.

    • In a knowledge-based and innovation-driven business environment, managing ideas is an essential capability if an organization is to gain a sustainable competitive advantage. All innovations begin with ideas and managing these ideas is needed during the entire innovation process. Employees in any job and at any level of the organization can contribute to innovation with creative ideas.

      This course takes place as part of the master in Management of Innovation. After general courses concerning innovation strategy and organization of innovation it is the first of a series of two courses that follow the temporal order innovation in the innovation funnel: Fuzzy front end (this course: idea generation, selection and communication), and Implementation (course 2: projects and teams).

      This course consisst of three components. First students will learn more about creativity in general and how to make (groups of) other people more creative. The course will cover creativity tools such as brainstorming and systematic inventive thinking. In the second part, students will become familiar with some of the quantitative tools used to support decisions in the management of innovation. Furthermore, students will recognize some of the some of the most common biases that affect idea evaluation and discuss strategies available to improve idea selection decisions. During the final part, the discussion will turn to what happens with creative ideas. Generating ideas for the sake of generating ideas is not enough; instead, the focus of the idea management process should turn to answering how people can get others to see the value of their ideas by communicating ideas in an effective manner.

       

      Review the course guide for more details.

      Taught by dr. D. Stam

    • This is an Honours class. Students will need to apply with a motivation statement and will be selected based on their motivation and grades.

      MSc Management of Innovation program provides world-class and state-of-art knowledge in innovation management. Innovation clinic course offers a unique opportunity to translate that knowledge into practice, and while doing so, it allows students to add value to society. We have a dual goal: First, you will use the knowledge you gain during the MSc program to solve social and sustainable issues in society. That is, you will generate, develop and implement ideas to meet societal and environmental needs. You harness your innovative power to tackle global recurring issues, such as poverty and climate change, and invent solutions that foster economic growth, social equity and environmental safety. This goal is also in line with the new RSM mission statement – a force for positive change.

      Second goal is offer students a hands-on method of putting theoretical knowledge into practice. Following the design thinking and the lean startup processes as guiding methodology, six short clinics provide students with the needed tools and expert coaching to creatively work through the ideation, invention and implementation. Additionally, by collaborating closely with experts from the field, this course makes a unique learning experience, a first step towards structurally making the world a better place.

      • Creative team-based project 6 interactive, hands-on clinics
      • Practical application of theoretical insights gained during the Master Learning the design thinking and the lean startup methods
      • Turning ideas into real prototypes and assessing its commercial viability
      • Guidance from experts in the field
      • Creating shared value for society

      Review the course guide for more details.

      Taught by dr. M. Tarakci.

    • Instead of an elective a so-called business project can be carried out. This business project will be shorter than a regular internship. The advantage is that such a project can be carried out during one of the three elective blocks. A student can come up with a business project at a company of his or her choice or can select a project from a list that this master program aims at offering in cooperation with renowned innovative companies as Philips, Unilever, SHELL, ASML, Friesland-Campina, Rabo Bank, ING and other companies. The business project will be assessed separately from the thesis itself and should contain another focus than the thesis. The project is selected after consultation with the thesis coach.

      Before the choice is made for electives and a business project, a manual will be available in which it is described in detail on what grounds the business project will be assessed. Part of the assessment criteria will be about how the student did his or her work within the company.

      Review the course guide for more details.

      Taught by prof.dr.ir. J.C.M. van den Ende

    • Most products and services are interrelated with other products and services, or are part of complex systems. Innovation for products and services here requires managing all of those interfaces – usually with the co-operation of other stakeholders. Learning how to manage this is of utmost importance for most innovation processes.

      The elective provides you with basic knowledge about interface management and subsequently its integration in innovation management. This enables you to develop and employ a strategy for an individual company, a supply chain or a branch of business. This elective’s multidisciplinary scientific basis is complemented by business input in the form of business cases, company visits, guest lectures and assignments related to business cases.

      Review the course guide for more details.

      Taught by dr.ir. H.J. de Vries.

    • “But why can’t I patent in Europe just because I talked about the invention at a conference?” “But I thought the claims in my patent would stop my competitor marketing that!” “I invented an improvement! So why do I have to get a licence from them before I can market my own invention?” “So I would have been better off just keeping this process secret rather than patenting it?”

      Intellectual property is a vital asset for firms today, and patent portfolios can be extremely valuable. Yet all too often managers know little about patent law and patent strategies. This ignorance can be costly, because a naïve manager is like a lamb going to the slaughter-house. Skilful competitors will slice and dice a poorly worded patent that is in their way, or use a variety of other patent strategies to hinder the goals of their less knowledgeable and less experienced counterparts.

      The course will commence with an overview of all forms of IP, as managers need to be able to identify all the different sorts of IP that can attach to one product. After a short, basic introduction to US and European patent law, we will look at how patents have increasingly become a strategic weapon rather than just a means of protecting an invention from imitation. With Sun Tzu’s ‘Art of war’ as a guide, we will look at the different strategies businesses use. Patenting is not, however, always the best option. Alternatives to patenting will also be examined.

      Review the course guide for more details.

      Taught by dr. H. Gubby

    • Social networks and relationships play a key role in the generation, implementation, and diffusion of innovations. They are not only critical to access and exchange information and resources but also imperative to organize support and to market innovative ideas. In this elective, you will learn where to source good ideas in online and offline social networks and how to take advantage of the relationships and interactions that spur breakthrough innovations.

      The learnings of this elective are especially relevant for prospective consultants and innovation managers who need to analyse and shape change processes and intra- or inter-organizational collaboration projects. For students interested in examining, understanding, and optimizing their network position and structure, the learnings are of equal use.

      Review the course guide for more details.

      Taught by dr. D. Deichmann

    • In recent years, firms have started embracing the idea that corporate innovation activities should reflect an open system instead of following the typical vertically integrated model. According to research, in nearly every sector, many of the ideas and technologies that generate products and services emerge from the joint work of an increasing number of firms that participate in the value chain. Thus, being able to leverage the specialization of multiple business partners and get them to collaborate in innovation projects offers benefits that are difficult to achieve by a single firm. While this “open” approach to innovation seems promising, its adoption also entails particular challenges. To reap the benefits of such approach, organizations need to understand whether and how the “open innovation” initiatives fit their strategy and culture. Furthermore, firms need to recognize whether they are already part of or are able to develop an ecosystem that supports collaboration and what the best tools to solve their specific “innovation problems” are. Finally, firms need to understand how to overcome the challenges that result of trying to put it all together. This course provides the opportunity to study these issues and to develop a skill set that allows navigating through typical open innovation challenges.

      View the course guide for more details.

      This course is taught by dr. JP Madiedo Montanez

    • Most students from RSM will be confronted with new business development at some stage in their careers. In this course new business development is viewed as the firm’s ambition and effort to grow, typically by means of product, service and/or business model innovations. For many firms and organizations innovation - coupled with a strong entrepreneurial drive - is critical to maintain and grow its profitability. In this course students will develop in a multidisciplinary team a business report that focuses on one particular innovative opportunity for an existing firm.

      This course provides advanced master students with a practical, yet rigorous understanding of the process of entrepreneurial business planning that leads to the successful creation of new business for established firms. Amongst others students will engage in feasibility analysis, business modelling, financial analysis, and the development of a repeatable and scalable sales process. In previous years, students developed actionable new business reports for - and in close collaboration with - a variety of firms, including Philips, PostNL, Heijmans, TNO, Airborne, Enexis, Ubiqu, Synthesis, Surefas, and numerous other multinationals, SMEs, and start-ups.

      Review the course guide for more details.

      Taught by dr. F.P.H. Jaspers and dr. S. Tasselli

    • Do you want to learn how the Cradle to Cradle & Circular Economy approach can help you be more successful?

      Would you prefer to make a great business out of contributing to society and the environment, rather than just postponing the damage a company has on the environment or on people?

      Then you are welcome to step into the Triple Top Line paradigm; the core of our theories and practice.

      You are happily invited to challenge us, our guests and your fellow students with a daring proposal for your individual assignment, fiery debates in the (guest) lectures and bold ideas during the exercises.

      Review the course guide for more details.

      Taught by D. den Held

    • This course supports your thesis projects by exploring the research methodologies and practical skills used – most importantly, researching case studies, surveys and experiments. Practical issues address formal administrative procedures, including how to manage the project with your thesis coach and co-reader, and how to scan and review literature.

      The course concludes with a one-day workshop. Each student researches the methodology for their own thesis project, and students are divided into sub-groups for each methodology. Please see under ‘Thesis’  for more information.

    • Your master thesis is an opportunity to show your capabilities and your potential as a future manager. During this part of your studies, you will interact with internationally-recognised companies and well-known researchers in the innovation industry.

      Your master thesis takes you through a structured trajectory which starts in September during the core courses. You will familiarise yourself with research into innovation taking place at RSM, and the relevant academic literature and topics available. You’ll be offered a list of potential thesis topics by staff involved in this MSc. Suggestions will include a general research question and core literature research. In October you will meet staff at a thesis ‘bazaar’ to discuss topics that interest you. You will make a final decision on your topic before the end of the year and be assigned a coach who is an expert in your chosen subject area. Early in January you will study research methodology so you are up to date with best practice in research, and have the foundation for successful completion of your thesis. In early spring you will deliver your final research proposal, before implementing your research question. Your thesis will be finished before the summer. RSM staff and researchers will assist with coaching you through the entire master thesis process.

      Most students choose a master thesis on the subject of innovation management, but you are free to write a master thesis research project in any complementary discipline.

Note regarding taking courses if you are not an RSM master student: RSM does not offer the possibility for non-RSM students (master or otherwise) to take RSM courses outside of official exchange partnerships or other inter-faculty agreements.