Programs for Students

At the Garwood Center for Corporate Innovation, students have access to leading resources, including world-renowned academic staff, business executives, and multinational companies. The center offers courses that challenge and equip students to solve real life problems, and real world business issues by leveraging Open Innovation concepts. Each course offers fresh perspective, inspires curiosity, and promotes intellectual growth. Students have the opportunity to work alongside multinational companies, and engage with leading executives throughout their creative process. The skills developed in each of the Garwood courses give students a better understanding of current business models– an unparalleled opportunity to interact with industry leaders inside and outside the classroom setting.

Student Project Opportunities

Students are challenged to create innovative solutions for established business models. Students are divided into teams of five and are assigned to solve real-world problems for major corporations. Each group has an opportunity to present the company with an overview of the company’s financial position, the company’s strengths, and weaknesses. Teams formulate a plan to restructure or rethink a significant line of business. Students are then given the opportunity to present their work and receive feedback from leading executives.

Work with Leading Corporations

The Garwood Center offers students the opportunity to work with cutting-edge ideas, technology, and companies. For example, the undergraduate course, Open Innovation Leveraging IBM Watson, offers technical and business students access to the Watson Developer Cloud and the training to build a Watson-based app. These students will be among the first to have hands-on access to the cutting-edge Watson technology. The Garwood Center frequently adds new courses to take advantage of the latest ideas and technologies for innovation.

Undergraduate Courses

UGBA 199: Prototyping Scalable Smart Villages in Scalable Economies

Summer 2016
Instructor: Solomon Darwin
Corporate Advisors: IBM, Tyco, Cisco, Wipro, HCL, GE, SAP, Intel, Solar City, Google & Nestle
Class Hours: Independent Group Project, 12 hours/week x 5 weeks of research, 60 hours total.

The Smart Villages project gives students a one-of-a-kind opportunity to both practice Open Innovation and improve the lives of rural villagers.

About the course

Most innovations fail. Yet companies that don’t innovate die. Managing innovation thus constitutes one of the most difficult and critical tasks facing a manager. Nor is this solely the concern of high tech companies – companies in traditionally “low tech” businesses such as consumer packaged goods (like Procter & Gamble) find that innovation translates directly into growth in new businesses, and better profits in existing businesses. The course adopts a capabilities-based view of the firm, drawing from economic, organizational, and engineering perspectives. The goal of the course is to identify the sources of innovative success and failure inside corporations, and how companies can develop and sustain a capability to innovate. Managing Innovation is divided into five modules: The first module is understanding disruptive technology, a theory of why great companies fail in managing certain types of technological change. This theory was introduced by Clayton Christensen in his book, “The Innovator’s Dilemma”. I taught with Clay for 6 years while at Harvard Business School. The second module is about Innovation and the Business Model. The sources of failure for great companies lie in what they do very well. The business model that has created great success, is a barrier to change, as well as a source of advantage. Disruptive Technologies fundamentally challenge the company’s current business model – which is why they are so disruptive. The third module examines Sources of Innovative Ideas. Once we understand the barriers to change, we must then find out how companies can overcome their disabilities, and where to look for new ideas. We will examine university research, military research, individual inventors, and corporate discovery processes. The fourth module considers Creating Innovation Capabilities. These are alternative ways that companies have tried to escape the limits of their current business. We will examine these experiments, and look for processes and structures (including incubators, spin-offs, corporate venture capital) that attempt to sustain a company’s success. The fifth and final module discusses Business Model Innovation. The first four modules took the business model as essentially fixed. In this last module, we relax this assumption, and then examine ways companies can experiment with their business model. We will also discuss limits on companies’ abilities to do this, and how those might be overcome.

View Syllabus Here

IEOR 185: Building Smart Cities Leveraging Open Innovation

Fall 2015
Instructor: Solomon Darwin
Corporate Advisors: Tyco, Cisco, IBM, Siemens, Wipro, HCL, GE, Intel, EMC, VMWare & Applied Materials
Class Hours: Tue 4:00pm -5:00pm & Thursdays 4pm – 7pm. Class Rooms: Haas C335

About the course

Learn “The Smart City Architecture in the Making”. Study and evaluate the concepts and ideas behind the design, layout and technology employed in a smart city. We will study the city of Vizag that was sponsored by President Obama and approved by USTDA for US investment in India and serve as a Model for 100 Smart Cities Plan in India.

In September 2015, Diane Farrell, Acting-President of USIBC, led representatives from 25 major U.S. companies, including IBM, Microsoft Cisco, Dow, GE, 3M, AECOM, Applied Materials, CH2MHill, Hospira and United Technologies Corporation, in detailed discussions with State government officials to create a roadmap and advance the goal of developing Visakhapatnam into a smart city as articulated in the joint statement between President Obama and Prime Minister Modi

The students are expected to come up with an independent smart city proposal for Vizag by studying smart city model that are under construction or those that already claim to be a smart city.
View Syllabus Here
View Travel Study Project Course Flyer here

UGBA 193i: Building Smart Cities Leveraging Open Innovation- Travel Study Program

Spring 2015
Instructor: Solomon Darwin
Class Hours: MW 4:00pm – 5:30pm. Location: I-Lab

About the course

Travel Study program offers Haas majors an opportunity to combine academic curriculum with an international engagement through travel with a faculty instructor. The program would be comprised of an academic course at Haas with an international experience leveraging the Haas Alumni Network. Travel will consist of two weeks during winter break (Dec 28, 2014 – Jan 14, 2015) before spring instruction begins.
Students will study and evaluate the Open Innovation process “The Smart City in the Making” and will capture the lessons currently being learned in India by the architects, engineers, business partners, investors, city managers, supply chains, and the federal government. Students will evaluate Cost-Benefits of the investment – at a very high level. Students will recommend a framework for India’s urban planning, and for better processes for soliciting external innovations to secure cost effective, designs, technologies, infrastructure and talent to benefit the building of future smart cities that are in the planning stages. Develop at least one use case (i.e. Safety, Traffic, Energy Management etc.) for an Indian city.

View Syllabus Here

UGBA 198: Open Innovation Leveraging IBM Watson

Fall 2014
Instructor: Solomon Darwin and Donald Wroblewski
Advisors: Ken Singer, Henry Chesbrough, Jim Spohrer and Nanci Knight
Class Hours: TTH 8:00am – 9:30am. Tuesdays: C-250s Thursdays: I – Lab

About the course

The UGBA 198 course offers technical and business students access to the Watson Developer Cloud to learn about the technical aspects of cognitive computing, including ingesting, building and training a corpus, and then in the second half of the semester, using that information to build a cognitive app and developing a business model as a precursor to taking their ideas to market. The course is intended to help educate and empower the next generation of innovators with an opportunity to ‘change the world’ with their access to Watson. The students taking this course will be among the first to have hands-on access to the cutting-edge Watson technology, enabling them to develop innovative ideas to solve the most pressing problems of industry and society. And from a skills perspective this course will further enhance the students’ marketability. Gartner Inc., a research firm predicts that 4.4 million IT jobs will be created to support Big Data by 2015.

View Syllabus Here

UGBA 190T: Open Business Models & Open Innovation

Fall 2014
Instructor: Solomon Darwin
Advisors: Dan Wong
Class Hours: TTh 2:00PM-3:30PM in C330; Office Hours: 3:30PM- 5:30PM

About the course

UGBA 190T has been a very popular course over past three years. Our students’ innovative solutions were proudly featured in the media and were applauded by the participating executives. The students learn the process of Open Innovation Management. The main objective of the course is to solve a real company’s problem or challenge. Students work in groups of five with Senior Corporate Executives who present their business challenges. The groups tap into both internal and external ideas, generated on ideation platforms, to explore and create innovative business models to deliver products and services. Sourcing of external ideas from a larger and diverse population is preferred to build good business models.

View Syllabus Here

UGBA 193i: Open Innovation & Business Models in India – Travel Study Program

Spring 2014
Instructor: Solomon Darwin
Advisors: Henry Chesbrough and Navi Radjou
Class Hours: MW 3:30pm -5:00pm; Location: The I-Lab;

About the course

In the UGBA 193i students research and study “Open Innovation Business Models” that focus on Frugal Innovations (Jugaad Innovations). These are products and services that are offered at low cost /high quality creating “Value for Many” vs. “Value for Money”, models that are more relevant to majority of the world’s consumers of today and tomorrow. The Jugaad models being innovated in India have the potential to disrupt the high margin models in the developed world. In addition, they promote greener and more sustainable approaches to preserve our planet.

Many innovations in health care, telemedicine, medical equipment, refrigeration, cookery and prosthetics etc. fall into this category. Students will be exposed to models that ordinate in the 3rd world but have a global appeal and impact in the developed world.

View Syllabus Here

Graduate Courses

Organizational Moonshots, Spring 2018

Instructor: Professor Henry Chesbrough
Class Hours: Tuesdays, 4-6pm

About the course

Innovation in most large companies these days is fairly incremental.  There is nothing inherently wrong in this, as much of our progress as a society has resulted from such innovation.  This course, however, departs radically from incremental innovation.  Instead, we look at organizations who intentionally set extremely ambitious innovation objectives, where incremental innovation cannot get the job done.

 

In this course, we will call this process of creating and executing a non-incremental, radical project an “organizational moonshot”.  We will examine this process against a backdrop of how society transforms new science into new progress, and look at organizations in private, public and non-profit contexts.  We will see both successful and unsuccessful cases, and will discuss the internal organization of these initiatives, as well as their external objectives.

 

 

EW290T: Open Business Models & Open Innovation

Instructor: Henry Chesbrough

About the course

Business Model Creation through Collaborative and Interactive Learning Project Based Course working with Senior Corporate Executives This course presents an opportunity for those students who are passionate about employing their innovative and creative talents to learn the process of Open Innovation to address the business model challenges of real companies. To demonstrate the solid understanding of the process, concepts and strategies, the students work in groups of five to seven to formulate a solution to the problems the companies are currently facing. Students work with respective Senior Corporate Executives who present their challenges. This includes exploring new business models and prospective markets in light of the changing economic landscape, social trends, and emerging technological advances. The intent of the course is to create heterogeneous groups to leverage the diverse experiences, skill-sets, and tacit knowledge of individuals within each group to frame and solve problems. The groups tap into both internal and external ideas, generated on ideation platforms, to explore and create innovative business models to deliver products and services. Sourcing of external ideas from a larger and diverse population is preferred in building good business models.

MBA 290T-2: Managing Innovation & Change

Instructor: Henry Chesbrough

About the course

Most innovations fail. Yet companies that don’t innovate die. Managing innovation thus constitutes one of the most difficult and critical tasks facing a manager. Nor is this solely the concern of high tech companies – companies in traditionally “low tech” businesses such as consumer packaged goods (like Procter & Gamble) find that innovation translates directly into growth in new businesses, and better profits in existing businesses. The course adopts a capabilities-based view of the firm, drawing from economic, organizational, and engineering perspectives. The goal of the course is to identify the sources of innovative success and failure inside corporations, and how companies can develop and sustain a capability to innovate. Managing Innovation is divided into five modules: The first module is understanding disruptive technology, a theory of why great companies fail in managing certain types of technological change. This theory was introduced by Clayton Christensen in his book, “The Innovator’s Dilemma”. I taught with Clay for 6 years while at Harvard Business School. The second module is about Innovation and the Business Model. The sources of failure for great companies lie in what they do very well. The business model that has created great success, is a barrier to change, as well as a source of advantage. Disruptive Technologies fundamentally challenge the company’s current business model – which is why they are so disruptive. The third module examines Sources of Innovative Ideas. Once we understand the barriers to change, we must then find out how companies can overcome their disabilities, and where to look for new ideas. We will examine university research, military research, individual inventors, and corporate discovery processes. The fourth module considers Creating Innovation Capabilities. These are alternative ways that companies have tried to escape the limits of their current business. We will examine these experiments, and look for processes and structures (including incubators, spin-offs, corporate venture capital) that attempt to sustain a company’s success. The fifth and final module discusses Business Model Innovation. The first four modules took the business model as essentially fixed. In this last module, we relax this assumption, and then examine ways companies can experiment with their business model. We will also discuss limits on companies’ abilities to do this, and how those might be overcome.