Master of Business Administration Track Strategy Innovation Entrepreneurship

Master of Business Administration - Track Strategy, Innovation & Entrepreneurship Info Session December 2 nd, 2019

Intro MBA – specialization Strategy, Entrepreneurship and Innovation Succesful organizations survive thanks to:

Preparation for your Career • From a career perspective, you have two major options to choose from: o Become a specialist in a functional discipline (marketing, finance, …) o Become a generalist and understand the links between various disciplines, since multidisciplinarity is required to prepare for your job

Our Programme Is designed to take a helicopter view of a wide range of intensive and specialized courses in all fields of relevance to managers in start-ups, small and medium sized enterprises (SMEs) to multinational enterprises (MNEs). It helps you acquire the hands-on qualifications you need to pursue for: o a management career in business or public service o an entrepreneurial path

General Structure of this MBA Specialization Graduation Subject Strategy, Innovation & Entrepreneurship (International Business) STRATEGY PILLAR INNOVATION PILLAR ENTREPRENEURSHIP PILLAR

Legend: Strategy, Innovation and Entrepreneurship builds on your bachelor Preliminary courses in the 3 rd bachelor programme which are related to this master programme courses in our master’s programme MBA in Strategy, Innovation & Enterpreneurship

Our menu of courses Strategy, Innovation & Entrepreneurship bridging MNEs and the EU: part Multinationals (3 ECTS) Optional: Project Management (3 ECTS) International Business Strategy Strategic Innovation Management ( 6 ECTS) (6 ECTS) Strategy: Change and Implementation (6 ECTS) Entrepreneurship and Business Planning (3 ECTS) Optional: Business Plan (3 ECTS) SMEs and Entrepreneurship (6 ECTS) Interdisciplinary lab Strategy, Innovation & Entrepreneurship (6 ECTS) Strategy and Entrepreneur ship (3 ECTS)

Our Programme • International Business Strategy o Emerging market economy MNEs Strategic Innovation Management o Innovation & Firm survival – Innovation (Eco)systems – Dynamic Capabilities SMEs and Entrepreneurship o Intrapreneurship, to take over your family businesses o Start-up vs. takeover, entrepreneurship policy o • • International expansion of companies, entry modes, cultural distance

Innovatie? • Product • Process • Organizationeel • Business model

Incrementeel of disruptief Creative destruction (Schumpeter) Technology = knowledge applied to products or production processes Source: Trott, P. Innovation management and new product development

The cyclic model of innovation with interconnected cycles (circle of change) Changes in science (left) and industry (right), and changes in technology (top) and markets (bottom) are cyclically interconnected. Nodes function as roundabouts. Entrepreneurs function as architect and leaders. Source: Berkhout et al. (2010).

Managing the tension between the need for creativity and efficiency Exploitation exploration “Slack: HR & Financial” “ST – LT”

Adopter categorisation on the basis of innovativeness (Moore, 1991) Crossing the chasm “Valley of death” Source: Adapted from Moore, G. A. (1991) Crossing the Chasm, Harper Business. “Opinion leaders are early adopters of a technology, product, or service who pass the information they have acquired to the less informed part of the general population. ” – Business Dictionary https: //www. youtube. com/ watch? v=vi. E 1 Cnrth. TQ Forecast: Bass diffusion model: describes the process of how new products get adopted in a population

Strategy - Pearson’s uncertainty map Techno logy ? Market Project portfolio Source: Pearson, A. W. (1991) ‘Managing innovation: an uncertainty reduction process’, in Henry, J. and Walker, D. (eds), Managing Innovation, Sage/OU. Most organizations have different activities and need different management skills and different organizational environments

Abernathy and Utterback’s three phases of innovation Incremental versus radical innovation: internal (technology) and external (market) dimension – e. g. Kodak i. Pod Apple Mac Microsoft Imitators - quality Lot of (small) Companies product Supply chain innovation Oligopoly - cost Differentiation Lean innovation management Source: Utterback (1994), © 1994 from MIT Sloan Management Review/Massachusetts Institute of Technology, all rights reserved, distributed by Tribune Content Agency. Creative destruction

Ecosystem Deloitte http: //www. bing. com/videos/search? q=business+ecosystems&&view=detail& mid=BF 3961 AB 6 C 420 A 82 E 073&FORM=VRDGAR

deepening courses Graduation Subject Strategy, Innovation & Entrepreneurship Interdisciplinary lab in SIE: integrated course, consecutive cases and advanced topics preparing you either for a research master (Ph. D) or for consultancy with international projects Strategy: Organizational learning and change/ Innovative Entrepreneurship

§ EXTRA MUROS (field trips) § § § Study trips, e. g. to Antwerp Port Authority and Katoen Natie, PSA Guest lectures, LCIE (Leuven Center for Innovation & Entrepreneurship) Company visits: Imec, ABInbev,

EXTRA MUROS (field trips; eg. Nov 21 st, 2018)

Staff for SIE BMO (Strategy, Innovation & Entrepreneurship) Stijn Kelchtermans Ziedonis Peter Teirlinck Arvids IB strategie: Annabel Sels, Arjen Slangen + gastdocenten van Deloitte, Cap. Gemini, enz… Management: Annick Van Rossem Entrepreneurship: Ingrid Claes, Vincent Molly

Master Theses under guidance of SIE colleagues at a glance: realistic and research-driven • University and business driven • Some examples: o International strategy: • Mergers and acquisitions, export plans for firms abroad • The impact of cultural distance on doing business • Headquarter- subsidiary relationships o Innovation • Spin-offs of research institutions , role of technology transfer offices • Innovation ecosystems (e. g. Huawei) • Technology road-mapping o Entrepreneurship: • SMEs and entrepreneurship: startup, growth, transfer, … • Family business: performance, governance, succession, …

Job perspectives • In the first stage of their careers: mainly employed in financial, administrative, and commercial departments (e. g. companies in the financial sector and management consultancy firms). In the further stages: middle and higher management levels. • • From SME to Multinational Typical in (family) SME: helicopterview a must Call for entrepreneurs International careers, business development or M&A departments

Why are you doing it? “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. ” – Steve Jobs, Co-Founder, Chairman and CEO, Apple

Master of Business Administration - Track Strategy, Innovation & Entrepreneurship hopes to welcome you in the academic year 2020 -2021!!! Info Session December 2 nd, 2019