TRAINING COURSE 3 - 2 Days

Driving adoption of Disruptive Innovation

Intermediate Level

Course Preview

Intel made the successful transition from a memory company to the leading microprocessor company in the world. Apple pivoted once from a computer company to a dominant music distribution company and then pivoted once again to become one of the most dominated handset provider in the world. Nokia, on the other hand, went from being the dominant handset manufacturer in the world to becoming a niche player that was ultimately acquired by Microsoft. Similarly Blackberry, the once dominant smartphone provider, was diminished to low single-digit market share.


What separates companies that continue to win from those that did not? It turns that it is not just about innovating but rather about driving innovation into the organization. Participants in the course will learn the successful strategies adopted by winners and avoid the pitfalls.

Course Description

In this course, we focus on the challenges of driving innovation into an organization with real world examples from the perspective of winners as well as losers. We examine common attributes of the successful firms and work through three frameworks for driving innovation into the organization. These frameworks examine:

the interaction of the firm with the external environment

the ability of the firm to simultaneously execute on the core business while supporting initiatives that can disrupt the core business

the role of leaders of innovation in developing strategic context for driving their innovation

Overall Course Objective

The overall objective of the course is to enable the participants to understand the various drivers that impact the adoption of innovation within an organization. To that end, the course meets the following objectives:

Day 1:

1. Introduce the participants to the dynamics that arise in a firm as it attempts to embrace disruptive innovations.

2. Develop an understanding of strategies that worked and those that did not and why

3. Understand the role of strategy making in the innovation adoption process

Day 2:

1. Work through an example problem submitted by a class participant

Audience

Senior executives and innovation managers of mid-size to large organizations

More about this course:

Meet the Instructor

John Thomas
John Thomas
Chief Executive Officer of Priv8pay Inc.
Ph.D. in Electrical Engineering
Dr. Thomas is the Chief Executive Officer of Priv8pay Inc. since February 2016. He also
serves as an advisor to both public and private companies on strategy creation, managing innovation and monetization of intellectual property. His collaborative work with Stanford faculty has resulted in multiple case studies on the mobile industry (published through Stanford University) as well as extensive writings on cross-boundary disruptions, innovation and change management. He has industry expertise in mobile, travel, payments and IP monetization.


Prior to Priv8Pay, he was the COO of Manutius IP Inc. from 2013 till 2015. He was the
GM and Vice President of the Mobile Technology Division at Rambus from 2009 till
2013. From 2001 to 2009, Dr. Thomas was the Founder and CEO of TensorComm,
which pioneered interference cancellation solutions for 3G Wireless systems. In 1992, he
founded Data Fusion Corporation, a technology company that provides specialized
solutions in Signal Processing and Big Data Analytics, and currently services on its
Board of Directors. From 1987 to 1992, he served as Program Manager at Vexcel
Corporation and led the company’s collaboration with NASA’s Jet Propulsion Laboratory
on the Magellan Mission to Venus as well as a number of other Remote Sensing
programs.


Dr. Thomas has a Ph.D. in Electrical Engineering from the University of Colorado,
Boulder (1996) and has completed the prestigious Stanford Executive Program in 2013.
He has 32 issued US patents, 8 Journal papers, 6 Chapters in Radargrammetric Image
Processing, 3 business case studies on the mobile industry and numerous conference
papers.
Edit Page