• Whether an organization innovates determines whether it survives. It does not take a world-wide crisis for an organization to realize that the status quo will not be sufficient. And it is not only the multi-national corporations like Amazon that need to innovate, it is the restaurant at the corner, the local charity, and even national governments see the need for innovation. The question is not whether to innovate, but how.

      In this course you learn why organizations struggle to innovate and what to do about it. The course is organized around three broad questions such that each question will be addressed in a specific module:

      1. How can organizations generate value?
      2. How can organizations capture the value that they generate?
      3. How can organizations and managers deliver value?

      Review the course guide​​​​​​​ for more details.

      Taught by dr. H. Klapper

    • 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


    • 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. Thus idea management is important for everyone and at any moment.

      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: problem analysis, idea generation, selection and communication), and Implementation (course 2: Innovation Implementation).

      The course consists of a series of lectures, 2 assignments and an exam. Assignment 1 is an individual assignment which involves a reflection of a real world individual creative process. Assignment 2 is a group assignment which involves identifying a problem, generating, selecting, and communicating a creative solution to the problem and reflecting on the group process. Assignment 1 is worth 30% of the grade, assignment 2 is worth 40% of the grade, and the exam is worth 30% of the grade.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Dr. P. Ananth​​​​​​​. 

    • Technology is a fundamental driver of medical innovation and is often the foundation of very lucrative firms in the biomedical arena. Development of viable, successful businesses therefore requires adequate skills to identify the most promising technologies, which hold concrete potential to evolve into valuable assets. The course will discuss representative examples of conceptual and technological advances that significantly innovated the biomedical landscape, often through disruptive transformation. The course will present the challenges intrinsic to medical innovation and the necessary frameworks to analyze and circumvent difficulties. Learners will examine case studies to analyze and discuss real-world examples - for instance gene editing, vaccine development tool, and e-health technologies.

    • The course will provide knowledge on the different tools available to protect intellectual property and will illustrate the mechanisms governing these legal instruments. The course will discuss intellectual properties issues that my rise in the context of industry, for instance in pharmaceutical and biotechnology companies, as well as in academic, non-profit settings.

      We will also examine the policy grounds that gave origin to the actual intellectual property laws and discuss how these regulations shape the strategy and the operations of major players in the healthcare sector. We will discuss how intellectual property laws regulate and resolve very complex issues in biomedical research, for instance ownership of genetic material and information and material.

      During the course, students will explore and discuss exemplary case studies, in large companies as well as in successful small start-ups, which illustrate how intellectual property law has been instrumental to turn biomedical discoveries into highly profitable intangible assets.

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 MSc courses outside of official exchange partnerships or other inter-faculty agreements. If you are interested in learning more about corporate social responsibility, sustainability, or business ethics, please refer to our Open Programmes section.

For more information on all international opportunities offered at RSM, visit the website of our International Office.