MI Elective Information

session21 November 2016

The electives, how does it work?

Registration procedure

• Round 1: 28 November, you will need to register for two programme

electives in two different blocks. Rank all your master programme

electives.

• Round 2: 12 December, you will need to register for a third

programme elective or a free elective (= elective from another

programme/Company based research project/ Clean Tech Challenge).

New elective allocation system

– You do not have to sit ready 08.30am sharp to register for your

electives, but can take their time to register your preferences in

SIN-Online.

– You will give your preferences for an elective, but not for a block.

You will rank all the program electives and the algorithm will

assign them to two of these program electives in two different

blocks.

Practicalities

• It is not allowed to take more than one elective per block.

• You will not be able to switch electives during or in between

registration rounds 1 and 2. After the registration we will organize

several switch weeks throughout the year.

• Registration takes place on the MSc Programme

Enrolment channel.

More information?

https://www.rsm.nl/master/current-students/master/elective-

registration/

Email: Alex Kortekaas master@rsm.nl

What are your options?

Programme electives:

Innovation and Interface Management – Block 3

Creativity for Innovation – Block 3

Patent Law and Strategy for Managers – Block 4

New Business Development – Block 4

Cradle to Cradle – Block 4 or 5

Mastering Networks for Innovation – Block 5

Special free electives

• Clean Tech Challenge (Block 3)

• Company based Business Project:

- Inform Sandra Langeveld (slangeveld@rsm.nl)

- Can be connected to thesis, but requires

separate report

Innovation and Interface

Management

Lecturer: Dr. Ir. Hans Schaffers

INTRODUCING YOUR LECTURER

During 2017, Mr. Hans Schaffers is visiting lecturer at RSM.

He is also working as research professor in Digital Business

Innovation at Saxion University of Applied Sciences.

From 2006 – 2016, he has been a visiting professor and research

director at the Centre for Knowledge and Innovation Research at the

Aalto School of Business in Helsinki.

Previous affiliations include Telematica Institute, TNO Strategy,

Technology & Policy, PTT Post, and Erasmus University.

He has a PhD in Engineering but has mainly worked in Business

Innovation and internationally in many European R&D projects.

His research interests include smart systems, open innovation,

complex systems, Internet of Things, collaboration in network

organizations.

BACKGROUND “INNOVATION AND INTERFACE MANAGEMENT”

• Products, services, organizations and people increasingly

interconnect in networks. Through interfaces they form part of

more complex systems, e.g.

– Multimedia systems (Blue-ray for optical disk data technologies)

– Connected cars

– Networked smart factories, supply chains

– Energy systems (etc)

• This raises interesting challenges as regards management of

innovation, business strategy and collaboration within networks

• These questions require insight in how to evaluate options and

make decisions about interfaces, standardization and

collaboration in networked markets and industries.

• For example: open or closed interfaces? Collaborate or not with

competitors?

• The course focuses on strategies for innovation and management

of interfaces and standards for Industry 4.0 (“smart industries”)

INDUSTRY 4.0 AS PRACTICE BASED SETTING FOR THIS

COURSE

• Role of technology and strategy in

a networked industry (Industry 4.0)

• Towards the Internet of Things,

Services and People: Connected

Society

INNOVATION AND INTERFACE MANAGEMENT

COURSE OBJECTIVE

• The course provides you with basic knowledge,

illustrated by a range of practice examples, of

interface management and its integration in

innovation management.

• This enables you to develop and employ a

product and service innovation strategy for an

individual company, a supply chain or a branch of

business.

• Attention will be paid to the negotiation and

decision making processes regarding interface

management and standardization, within different

cooperative and competitive settings.

• This elective has a strong multidisciplinary

scientific basis which is complemented by

business input in the form of business cases,

company visits, guest lectures and

assignments related to business cases.

STRUCTURE OF THE COURSE INNOVATION AD INTERFACE

MANAGEMENT

1. Course introduction and standardisation game

2. Product-service innovation and interface management

3. Innovation and standardisation

4. Interface management and business strategies

5. Interface management and standards conflicts

6. Interface management and standards in smart industries

7. Interface management and engineering systems

8. Interface management and business model innovation

9. Interface management and platforms

10. Interface management and socio-technical systems innovation

Plus:

- Company visits (Tata Steel, Royal IHC, NEN Standards Authority)

- Guest speakers

GUEST SPEAKERS

• Prof. Egbert-Jan Sol, Smart Industry Programme, TNO Industry &

Radboud University: Smart Industry

• Mr. Erik Büthker, Pitpoint Clean Fuels: Energy Systems

• Mr. Herman Smits, USG Engineering: Management of the Product

Lifecycle

• Mr. Simon den Uijl, Philips Lightning: Standards Conflicts in the

Media Industry

• Mr. Gertjan van den Akker, NEN: Standardization Agenda in

relation to the Internet of Things and Big Data

• Mr. Pieter Nijs, Innopay: Interfaces and Standards in the Financial

Services Industry

• Mr. Wout Hofman, TNO: Interoperability within the Supply Chain

ASSIGNMENTS

• Individual assignment: paper on innovation and interface

management (based on selected topics)

• Group assignment: standardisation in a smart industry setting (in

collaboration with NEN and FME, and related to the Standardisation

Agenda to be published by end of November)

• Presentation of group assignment results at a workshop hosted

at NEN, Delft, with FME and invited companies involved in the

Standardization Agenda.

Hans Schaffers

schaffers@rsm.nl

Creativity for Innovation

Block 3Tobias Dennerlein

Sandra Langeveld

Jan Dul

TEACHING STAFF

Tobias Dennerleindennerlein@rsm.nl

- Lecturing

- Grading

Sandra Langeveldslangeveld@rsm.nl

- Coordination

- Grading

Jan Duljdul@rsm.nl

- Lecturing

EXPECTATIONS

Creativity??

Every innovation begins with a creative

idea of a person

Creative problem solving is needed in the

entire innovation process

Every person can be creative

WHY CREATIVITY?

Individual• Personality

• Cognitive style

• Knowledge

• Etc.

Novel

and

useful

ideas

Creativity

process

Inn

ov

atio

nCREATIVE PROCESS

Organizational

Environment• Leadership

• Job design

Creativity

process

CREATIVE CLIMATE

Physical

Environment• Workplace design

• Building design

Creativity

process

CREATIVE CLIMATE

Individual• Personality

• Cognitive style

• Knowledge

• Etc.

Novel

and

useful

ideas

Creativity

process

Inn

ov

atio

n

Organizational

Environment• Leadership

• Job design

Physical

Environment• Workplace design

• Building design

CREATIVE PROCESS

LEARNING GOALS

After this course you will

- understand what creativity is;

- how to become more creative;

- how you can create a creative climate;

- how you can develop and take action with a creative idea.

3 Blocks

Block 1

Creativity in general

How you can be more creative yourself

Block 2

How to create a creative climate:

Organizational work environment

Physical work environment

Block 3

What happens with creative ideas:

How do you select the best ideas

How can you get others to see the value of your ideas

How will you learn

• Interactive lectures

• Learning by doing

• In class presentations

• Video blog/ posters/ assessment report

Questions?

PATENT LAW AND STRATEGY FOR MANAGERS

28

Helen Gubby

Why do I need this course?

• Can’t I just leave this patent stuff to the lawyers?

• OK. So do you believe you don’t have to take care of your teeth because you have a dentist? If you do, this is what your teeth will look like:

29

Your teeth

30

Innovation is a team activity

• “Innovation requires the expertise of a variety of professionals: inventors, business professionals and legal advisors. It is essentially a team activity, demanding that participants understand at least some aspects of each other’s expertise, as well as effective communication across areas.”

(Academy of Management Learning and Education: Thursby, Fuller & Thursby, 2009)

31

Need to interact and communicate with lawyers

• “Even for those business professionals who prefer to leave IP matters to lawyers, it is still necessary for them to understand how to identify IP and when to take steps to protect it, even if that means merely knowing when to consult a lawyer.”

(Business Horizons, Lemper, 2012)

32

Lawyers

33

Communicating with lawyers

• As a manager, it will be necessary to work with your legal department if you work for a large firm. If you work for a small firm you’ll need to work with external lawyers.

• You need to be able to communicate with lawyers, follow their reasoning and understand their concerns.

34

Communicating with lawyers: common complaints from business people

• Why are lawyers always looking for problems?

• Why is our lawyer being so irritating about the wording of our patent claims?

• Answer: your lawyer is doing his job.

• His job is to protect you from rival businesses and to make the strongest patent protection he can. If you understand why he is asking the questions he is asking, the help he can give you will be much better.

35

Patent strategies

• Knowing about patent law is not enough: you have to understand patent strategy. Patenting is rather like ‘Game of Thrones’.

36

Sun Tzu’s ‘The Art of War’

37

Sun Tzu’s ‘The Art of War’ and patent strategies

• Interact: Tactical alliances• Licensing your patent out and cross-licensing• Isolate: Squeeze your enemy out.• Use blocking patents• Negate: undermine the effectiveness of your

enemy.• Design around their patent claims.• Eliminate: force your enemy into the battle field.

Surrender or destruction of your enemy.• The battlefield is the courtroom: patent litigation

38

Be prepared!

• Know your patent law basics: don’t learn them by making costly mistakes first.

• Know how competitors will use patents as strategic

tools in competition: don’t get outmanoeuvred.

39

Course examination form

• Group assignment: 20%

• Group presentation: 10%

• Written, open question exam: 70%

Any questions?

40

Circular Economy (CE)

Diana den Held

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

At the heart of CE elective is the change from only

“Doing things less bad”

Reduce, Minimise, Avoid the negative externalities

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

Increase the positive externalities.

To more positive ambitions: “The aim is: more good”

Or in other words:

Not reduce your footprint. But make a positive one.

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

F.e. paint that cleans the air

Picture source: AkzoNobel.

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

This is not a building

Picture by Diana.

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

It’s a materials bank!

We just store the materials there for a while ;)

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

REVALPHA:

thermally releasable adhesive tape (90°C / 130°C / 150°C)

Cleanly removable

Necessary innovation: reversible glue connections

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

Who I am: Diana den Held

Strategist

Entrepreneur since 1995 (sold my first company L.E.F. in 2002)

Awards like FEDMA “Best of Europe” Award

Lecturer Circular Economy (Master and MBA)

Books like "Inspired by Cradle to Cradle; C2C practice in education“

Member of “Groene Brein” (de Groene Zaak)

Member of Review Committe VolkerWessels

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

Topics we will cover

• Triple Top Line and Positive Contribution

• Nutrient management (Materials management)

• Vision, Ambitions, Goals and Roadmaps

• The social side of Supply Chains

• What´s the financial part of all this?

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

Your participation and grading (2 elements)

1. Group consultancy for company

• Presentations for this company in the last lesson

• Large and small organisations

2. Individual assignment

You will write a plan -vision and (sub)roadmap with defined

measurable goals- :

• Hand in in parts every week (spreaded workload)

• Topic free of choice for each individual participant

Please note that participation in the lessons is required

• Tuesday afternoon

+

• Wednesday afternoon

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

This summer one of the group projects hit the news:

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

What some earlier students said about this elective:

Content is really new for me.

Overall very positive atmosphere and encouraging for our future.

New concept, challenges to

think critically.

I liked the discussions in class, well structured and worked well.

It required creativity and the application

of what we learned in theory.

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

I welcome you to work with me on making your footprint

a positive footprint

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

Contact

Diana den Held

Strategist and Lecturer Circular Economy (CE)

Rotterdam School of Management - Erasmus University

Burgemeester Oudlaan 50

Mandeville (T) Building, Room 9-33

3062 PA Rotterdam, The Netherlands

Mobile: +31 6 19 35 00 11

dheld@rsm.nl

NEW BUSINESS

DEVELOPMENTSTEFANO TASSELLI

FERDINAND JASPERS

MASTERING NETWORKS

FOR INNOVATIONDIRK DEICHMANN

NETWORKS

NETWORKS

NETWORKShttp

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et/

NETWORKS

NETWORKS

NETWORKS

• 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

D

B

C F

H

I

GA

J

E

KEY TAKE-AWAYS

• You will get equipped with the latest insights and theories on the drivers and

consequences of social networks for innovation

• You will learn to analyse and visualize social networks

• The insights will teach you 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

OVERVIEW

1. Welcome to network paradise

2. Does size matter?

3. What goes around, comes around

4. Please, don’t do it alone

5. Get your hands dirty

6. Get me out of here!

7. Data, data, data

8. Keep your friends close

9. Get your hands dirty – yet again

10. Offline is so yesterday

11. Optional

12. Optional

13. Time to say goodbye

Skills

workshop

Company

visit

Skills

workshop

64

PARTNER AND ASSESSMENT

• Group report and presentation (60%)

• Individual report (40%)

• Software quiz (pass/fail)

QUESTIONS

• Feel free to contact us for questions, comments, ideas concerning the

– content of the lectures,

– potential guests,

– workshops,

– structure

– assignments

of the course

• Dirk: ddeichmann@rsm.nl

• Sandra: slangeveld@rsm.nl

THANK YOU FOR YOUR

ATTENTION

Free elective offered to MI students in the 3rd Block

Hosted by ECE students and YES!Delft students

Integrated in the “Sustainable Business Game” offered by TU Delft

First master elective bridging TU Delft and RSM

Workshops and coaching by field experts

Dutch semi-final and final

Output: A feasibility report of your own business idea

The Dutch winning team participates at the

Finals in London

26th-28th April

Dutch competition for entrepreneurial students

Why should you participate?

Inter-disciplinary teams (mixed teams of TU Delft and RSM students)

Make your own idea feasible

Continuous coaching and support by experts

Great networking opportunities

Questions?

Visit our website:http://www.cleantechchallenge.nl/

Or contact us via:Barbara@ecestudents.com

Questions?