The goal of the course is to address how process innovation theory and methods can be used to redesign organisational work processes and reconfigure internal and external resources to sense and respond to new digital opportunities.
In today’s ever-changing business environment, organisations constantly need to respond rapidly to changing requirements and new opportunities in order to gain and sustain a competitive advantage. This course focuses on digital process innovation as a way to harness the potential of digital technologies to redesign organisational work processes and reconfigure internal and external resources to sense and respond to new opportunities and challenges.
The course will cover:
- The fundamentals of process-oriented management (e.g., lifecycle and maturity models)
- Theories, frameworks, and methods for both continuous and radical process innovation (e.g., ambidextrous organisational design)
- How digital technologies (e.g., Internet of Things, blockchain, artificial intelligence) can support continuous and radical process innovation
Formal prerequisitesThis course is for 2nd semester DIM students.
Intended learning outcomes
After the course, the student should be able to:
- Discuss theoretical foundations (i.e. theories, frameworks, and methods) of understanding and managing process innovation
- Analyse recent technological trends and understand the potential of digital technologies for process innovation
- Apply the key concepts from the theoretical foundations to practical cases on managing and organising process innovation initiatives
- Reflect on similarities and differences of theories, frameworks, and methods covered in class and discuss advantages/disadvantages in different settings.
- Reflect on possible intended and unintended consequences of applying the theories, frameworks, and methods taught in the course.
The course will be taught through lectures, workshops, exercises and casework. Approximately half of the course will support the students in forming a theoretical insight and deep understanding of the topic. The other half will support their learning of process innovation practice approaches and application of the theories and methods to practice.
As part of the learning, the students will carry out a process innovation case study within a real life organization. This project and the deliveries from it will form the backbone of the exams report that the students hand in individually. The casework will be supervised and supported by the teaching staff of the course.
The course manager strive to support learning by a diversity of engaging learning activities, that can lead to good results but will demand active engagement and participation from the students.
Student Activity BudgetEstimated distribution of learning activities for the typical student
- Preparation for lectures and exercises: 30%
- Lectures: 15%
- Exercises: 10%
- Project work, supervision included: 30%
- Exam with preparation: 15%
Ordinary examExam type:
C: Submission of written work, external (7-trinsskala)
CG: Submission of written work for groups.
The written work consist of two parts. One basic report -shared responsibility - reporting the group work with practice process innovation. To be combined with an individual piece of written work, explaining, evaluating, discussing and reflecting on the practice work.
Pages: 25pp (basic report) + 5pp ( individual written work).
Group and individual
- group size 4-5