Introductory description

Individual competence in enabling the processes of innovation and
implementing change are essential for leaders and managers in today’s technology organisations. This requires a resilient and positive mindset combined with skills in strategy formulation, communication, leadership, influence and the integration of various disparate functions within a complex organisational system.
This module provides students with an opportunity to understand innovation and change – its drivers, risks, consequences and people’s responses – and manage the interlinked processes of creativity, learning and critical thinking in the context of product and process innovation. The ultimate aim is to enable students to achieve mastery through hands-on experience in a simulated business environment. Therefore, the models, methods, tools and techniques used in the management of innovation and change will be applied in that context.

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

. Analysing the need and drivers for innovation and change
2. Creativity and innovation: the processes, mindset and skills
3. Continuous improvement and learning from fast failure
4. Business simulation
5. Addressing emotional responses to change and stakeholder engagement
6. Tools and techniques for planning, implementing and managing change
7. Building organisational resilience and commitment to change
8. Building an environment that fosters innovation (NB includes Authentic leadership)
9. Change modelling

Learning outcomes

By the end of the module, students should be able to:

• Explain the relationship between innovation and competitive performance and assess the business ‘conditions’ for innovation
• As a group, critically analyse the internal and external drivers and impact of change on projects and the organisational system at large.
• Interpret the different ways people respond to change and develop strategies to gain commitment and build stakeholder engagement.
• Select and critically apply appropriate change and innovation models, tools and techniques in planning and implementing change.
• Critically evaluate their own personal effectiveness in leading and managing change.

Indicative reading list

• Burnes, Bernard (2017) Managing change (7th edition) Pearson Education. ISBN 9781292156040.
• Carnall, Colin and Todnem By, Rune (2014) Managing change in organizations (6th edition) Pearson. ISBN 9780273736417.
• Hayes, John (2014) The theory and practice of change management (4th edition). Palgrave Macmillan. ISBN 9781137275349.
• Bridges, William. (2003) Managing Transitions: Making the Most of Change (2nd edition). London: Nicholas Brealey Publishing.
• Collins, Jim. (2001) Good to Great. London: Random House Business Books.
• Davila, Tony, Epstein, Marc J and Shelton, Robert. (2006). Making Innovation Work. Upper Saddle River, NJ: Pearson Education (Wharton School Publishing).
• Senge, Peter. (1990) The Fifth Discipline: The Art and Practice of the Learning Organisation. London, Business Books.
• Keeley, L., H. Waters, R.Pikkel, B. Quinn, Ten Types of Innovation, John Wiley & Sons, 2013 (ISBN: 13-9781118504246)
• Schilling, R.A., Strategic Management of Technological Innovation, 2013 (ISBN: 9781259539060)

View reading list on Talis Aspire

Subject specific skills

Leading change, change management, people management, strategic thinking, emotional intelligence, planning & organising, dealing with ambiguity

Transferable skills

Decision making, listening, communication, critical thinking, persuasion and influencing,