1. Description of the course This course focuses on digital business models, digital transformation and the role of managing and organising innovation ecosystems. Competitive advantages are moving away from product characteristics to data driven services based on a close interaction with customers and value system partners. A growing number of industries get disrupted through new data driven business models where newcomers to the industry threaten the leadership position of incumbents. In search for accurate responses corporations are developing new businesses using external sources of knowledge, and, therefore, this course explores how companies use open innovation and open business models to create new businesses. The course draws on recent research in innovation ecosystems, digital business models and digital transformation. The course will help students to integrate their knowledge about strategic management, entrepreneurship, and innovation management and it provides new ways of thinking that will lead to the creation of highly differentiated strategies and business models adapted to contemporary competitive challenges.
More specifically, the course focuses on particular cases open innovation in different types of organizations. It shows the strengths and weaknesses of collaborative innovation strategies, and how companies have to organize and implement new ecosystem strategies to reach technological and commercial success based on digital / data driven business models.
The recent surge of disruptive digital business models force companies to rethink their strategies through the establishment of innovation ecosystems. The orchestration of such ecosystems is novel to much firms.
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2. Session 1: Introducing digital business models and digital transformation + course overview An introductory sessions with several short videos where leaders in the field explain various aspects of digital business models and digital transformation |
3. Session 2: Digital platforms 1- How to design digital platforms to disrupt traditional businesses |
4. Session 3: Digital Platforms 2 - How to launch and monetise on a digital platform |
5. Session 4: Digital platforms 3 - How to manage partnerships in the digital platform ecosystem? In this section, we examine how a central company have to play the role of an orchestrator in the ecosystem of partners that rely on the digital platform. This role is frequently misunderstood and leads mismanagement and failures of platforms. |
6. Session 5: Innovation ecosystems - the problem of co-innovator risk and technology adaption In this session we analyse for instance why Kindle won from the Sony e-reader. We focus on the blind spots of firms when they introduce new products where complimentary technology is necessary. |
7. Session 6: Digital transformation - Tate gallery Digital transformation of companies is a major challenge these days. We look at the stages of digital transformation of the Tate Gallery and focus on the major problems in changing strategy, operations and ecosystem building. |
8. Session 7: Digital transformation in industrial companies - the digital revolution in GE GE is a major industrial conglomerate that moved into digitalisation at a high speed till recently. We focus on a case study that explains how GE wants to change its business model and revenue generation through the development of an industrial digital platform and related corporate restructuring.
Recently GE has been changing strategy selling of parts of the company. Students will analyse why this strategic change occurred and what the implications are for GE's future. |
9. Session 9: Digital disruption in the healthcare industry - The Healthsuite initiative in Philips The healthcare industry faces enormous challenges. The current system is not sustainable. Data driven platform link different actors in the industry together in ways that can create huge efficiency gains and service improvements. The introduction of a platform such as Philips Healthsuite is at the core of the digital transformation of the industry, but also creates numerous managerial and regulatory challenges. |
10. Session 10: Building the agile company Business models change rapidly nowadays, partially through the introduction of social media and real time data. Firms have to speed up drastically their innovation and change process. They have to become strategically agile companies... a major challenge for most Fortune 500 companies |
