Business Innovation Design

The goal is to develop participants’ awareness of their own leadership style and boost some of their key skills to manage processes of change in risk situations with authority. The program is based on experiential learning: Participants alternate meetings which are aimed at doing tasks at different moments to observe their behavior, participants will benefit from the assistance of professionals and managers who have significant experience in leading groups and organizations to excellent results

The course deals with topics related to the measuring and management of innovation project performance. Specifically, the following will be dealt with: techniques to pre-determine the project economic and financial opportunity (Net Present Value, Internal Rate of Return, Payback Period, etc.); techniques to inter-functionally manage project costs and margins starting from the creation stage (Target Costing, Life Cycle Costing); techniques to assess the adequacy of costs incurred versus the generated value (Data Envelopment Analysis and Value Analysis); techniques aimed at supporting the implementation of measures to spur all company areas.

Operations module will give to students the necessary skillset to understand which will be the principal evolutions of the field in the next years, so to be able to anticipate, face and benefit from those transformational changes. The course will also include a strong contamination from real world, in terms of advanced technologies (provided both from corporates and startups), new business models and real cases of innovation in the field.

This course addresses the challenges facing executives of modern business who need to deal with increasing community expectations for economic, societal and environmental sustainability of their organizations. Contemporary, economics-based models of firms and markets are used to analyze a wide range of strategic real-world scenarios. Students will learn how to identify and choose a superior competitive position, gain and sustain competitive advantage, and how to create an organizational context to make the chosen strategy work. They will also be exposed to analytic tools that help them in making strategic decisions. The single biggest concern of senior executives in global surveys year after year is that their business models are not innovative and therefore, noncompetitive. A related concern is that, absent an innovative model, their company can easily be disrupted. Academic studies have conclusively demonstrated that the highest return on innovation
investment is in the creation of innovative business models.

In this module, participants will be exposed to the principles and tools of design thinking applied to business models, will use these tools in a guided journey, with the following objectives:

• Understanding the meaning of “Customer Centricity” and the approach to the design of digital services and business models
• Analyzing consumers’ needs and defining new services to satisfy them better
• Knowing and implementing tools for the design of all the business model elements
• Assessing the business potential of an innovative idea
• Creating a “pitch deck” of the new business idea
• Understanding the difficulties linked to the establishment of innovative business models (“The Innovator’s dilemma”) in the framework of a ‘traditional’ company, and strategies that proved helpful in overcoming them

Learning to face change to make the most of every opportunity: changing is the big challenge of our time, but to do it it’s important to learn to overcome one’s resistances. Through self-knowledge, knowing how the brain works, thanks to neurosciences, it is possible to better understand how to change oneself and why.

We’re used at recognizing and managing innovation when it’s lead by technology, often though it’s the change of expressive languages and people’s behaviors that generate and guide the change. In addition to this, today innovation hides in the integration of all three these phenomena: we call this process  Design Innovation  and deal with the topic of change, how to manage it, which tools and practices to anticipate and build it.

We’re experiencing a strategic period in terms of technological change, speed, but mostly the wide-ranging spread of enabling technologies of the industrial internet generate a change that needs to be acknowledged and understood in order to manage and ride it. In this module we’ll start from the enabling technologies and we’ll understand their effectiveness and functioning in individual and integrated manner.

The immaterial component prevails in today’s business, we talk about product systems: simultaneous integration of communication/services/product and we try to understand what it means to design a service and consistently define its immaterial and analog dimensions, which determine the contemporary phygital condition.

FOCUS SESSION on the issues of design change and the synergy between innovation design and its representation from an Open Innovation perspective (with the upstream and downstream involvement of the traditional and B2B2C production process). What changes in the brand experience? What new relationships and new values ​​drive the construction and narration of a meaningful brand experience? What does it mean to tell about innovation and what tools can we use? How can design – especially participatory design – be useful in the narrative of innovation? The course aims to answer these questions through a mix of theory, practical cases and group exercises in which it will be possible for participants to experiment with co-design tools and methods.