About the course
Technology innovation creates enormous value and brings to life entirely new industries and professions. Nevertheless, original innovators (both individuals and companies) often fail. To become successful, equal—if not more—attention must be paid to designing a strong business model. This means considering what business or consumer needs the innovation can serve and creating a clear path for monetizing, producing, distributing, pricing, and servicing it. Finally, successful companies must be able to scale up, achieve a dominating market position, and be ready to pivot as technologies and consumer needs evolve. This course will examine how innovations in a broad range of industries, including health tracking, machine learning, distribution services, and others have succeeded or failed based on the strength and adaptability of their company’s business models. We will delve into case studies of InMedia, Microsoft, and Intel—companies that successfully shifted focus to stay competitive, as Netflix did in moving from DVD distribution to digital streaming to producing original content. We will also look at how companies like Google and Apple provide “sandboxes” for their teams to pilot-test new ideas and business possibilities before scaling them up. Students will use brainstorming and business-game exercises to create and test out their own new ideas and will apply lessons learned in designing their own business models. By the end of the course, students will have significantly broadened their understanding of business model innovation.
Eugene Shteyn teaches Innovation Timing, Principles of Invention and Innovation, The Greatest Innovations of Silicon Valley, and other courses at the Stanford University Continuing Studies Program. He’s also the first co-author of Scalable Innovation: A Guide For Inventors, Entrepreneurs, and IP ...
Videos and materials
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