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Accueil : iaelyon School of Management / Formation

06210666 - New perspectives in management practices

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Crédits ECTS 3
Volume horaire total 32
Volume horaire CM 32

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Objectifs

Part 1 (Caroline Coulombe): Crisis management and its leadership
Crises are sadly common these days. Even a junior manager will encounter a crisis situation within 5 years of practice. Managers need to learn how to manage a crisis because if not under control, a crisis might lead to loosing an organization's legitimacy and even challenge its existence. Crisis tend to have important impacts on organizations and individuals composing them.

These events prove that organizations are, apart from the usual industrial and commercial stakes and apart from the effects of economic and social crisis, subjected to major events bearing important consequences for their survival and for the society around them. Crises of many types proliferate in the various spheres of life: personal, economical, social, political and ecological.

The organization confronted with these events must answer the urgency, the multiplicity of stakeholders, the political and media pressures and the width of the damage.

Part 2 (David Buisson): Design lead strategy and innovation
With innovation driving the modern organisation the development of future leaders who are creative and innovative is critical to remain competitive. Emerging leaders need to develop the skills to galvanize opportunity, evolve new strategies, lead new initiatives and be part of building "the entrepreneurial organisation." Design thinking skills are seen today as key facilitators of innovation. Design thinking and innovation skills will be.

TARGETED KNOWLEDGE
Part 1 (Caroline Coulombe):
  • Definition and types of crises;
  • Concepts and processes to understand crises;
  • Understand the cycle and dynamic of crises.

Part 2 (David Buisson):
  • Providing an understanding of the underlying theory of Design Thinking, its development, application and use in different ways within the organisation

TARGETED SKILLS
Part 1 (Caroline Coulombe):
  • Communication and leadership skills in period of crises will be practiced;
  • Competencies to handle a crisis;
  • Capacity to recognize a crisis;
  • Capacity to put in place a crisis cell;
  • Skill to manage the team during a crisis;
  • Capacity to recognize one's emotions during such periods in order to be effective quickly;
  • Capacity to manage the various stakeholders.

Part 2 (David Buisson):
  • Primarily managerial skills, creativity development and providing tools for developing design thinking in the organisation e.g. Ideation, Journey mapping, Crowdsourcing

Contenu

Part 1 (Caroline Coulombe):

Section 1 – UNDERSTANDING CRISES, THEIR DYNAMICS AND THEIR CONSEQUENCES
Content covered:
- Various types of crises that can touch an organization.
- Mechanisms of amplification of the events related to crises
- Consequences of a crisis on the strategy and the organization, and its sociological and psychological effects
- Role of the media and other stakeholders
- How the culture and the structure of the company contribute to the crisis
- Definition and types of crises, factors of amplification, impacts analysis and consequences
- Understanding how crises emerge within organizations

Section 2 – CRISIS MANAGEMENT METHODS AND TOOLS
- Levels of intervention in a crisis
- Management of the relations with the stakeholders
- Creation, management, and operation of a crisis cell
- Crisis management processes and tools: Setting up and managing a crisis management unit
- Handling journalists
- Diagnosing the exposure to crises and preventing crises

Section 3 - SIMULATION
Part 2 (David Buisson):

1. Introduce students to main concepts of design thinking, strategy and innovation
2. The influence of Design Thinking being used in key marketing concepts relating to customer needs and product development developing students’ individual and collaborative capabilities to identify customer needs, create sound hypotheses, and develop an awareness of the multiple functions in strategically innovating and creating a new product (e.g. strategy, marketing, finance, design, engineering and manufacturing).
3. To apply and gain competence with a set of tools and methods for design led, thinking and problem solving and product design and development. e.g. Ideation; Design Briefs and Napkin Pitches; Customer Journey Mapping; Value Chain Analysis, Visual Mapping; Customer Co-creation; Crowdsourcing; Protyping etc. Students will gain confidence in their ability to translate broadly defined opportunities into feasible innovation possibilities and recommendations.

Contrôles des connaissances

Continuing Examination
In class examination
Nature of student work and proportion weight:
Business case analysis - team work (50%)
Final project presentation and project (team) (50%)

Bibliographie

BOOKS USED AS REFERENCE:
  • Coulombe, C., Scenarios and crisis: the good the bad and the best, forthcoming.
  • "Business Strategy and Design: Can the Marriage be Saved" by Jeanne Liedtka, The Design Management Institute, 6 - 11, (2010)
  • "Daily life, Not Markets: Customer Centred Design," by Vijay Kumar and Patrick Whitney, Journal of Business Strategy, 28 (4), 46 - 58, (2007)
  • "Human Centred Design toolkit', IDEO,
    http://www.ideo.com/images/uploads/hcd_toolkit/IDEO_HCD_ToolKit.pdf
  • "Concept mapping, mind mapping and argument mapping: what are the differences and do they matter?" by Martin Davies, Teaching in Higher Education,
    http://www.tlu.fbe.unimelb.edu.au/teaching_staff/.../Sem1CMMMAM.pdf (2010)
  • "5 signs that customer co-creation is a trend to watch" by Dave Sloan,
    http://venturebeat.com/2010/07/19/5-signs-that-customer-co-creation-is-a-trend-to-watch/
  • "Design and Innovation through Storytelling" by Sarah Beckman and Nigel Barry, International Journal of Innovation Science, 1 (4), 151 - 160, (2009)
  • 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization by Vijay Kumar; John Wiley & Sons (2012)

Videos:
- The Deep Dive – IDEO:
- Design Your Transformation - Tim Brown
- Design Thinking - An Overview - Professor Jeremy Alexis et al., Illinois Institute of Technology;
- Business Model Innovation and Design Thinking - Professor Jeremy Alexis:
- Design Tool - Managing a Design Project - Eric Folger, Designer, AMP/AXA, Australia:
- Design Tool: Ethnography - Patricia Swenton - Wall, Xerox Corp:
- Experience Mapping - Tim Oglivie, CEO, Peer Insight: Storytelling - Andre Martin, Martin Mars Corporation

ADDITIONAL READINGS:
  • Mitroff, (2001) Crisis Leadership, Executive Excellence, vol. 18, p. 19-22.
  • Mitroff (2004). Think like a sociopath, act like a saint, Journal of Business Strategy, vol. 25, n° 5, p. 42-53
  • Pauchant (2005) Crisis management, Dunod.
  • Simola (2005). Crisis Prevention, Journal of Business Ethics, vol. 62, n° 4, p. 341-353.
  • Design Thinking for Strategic Innovation: What They Can't Teach You at Business or Design School by Idris Mootee: Wiley; 1 edition (August 12, 2013)
  • “Design Driven Innovation” by Roberto Verganti:Harvard Business Press (August 3, 2009)
  • “Ten Tools for Design Thinking”
    http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Institute/BP-0550.pdf

EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE
  • "Design Issues" by Bruce Brown, Richard Buchanan, Carl DiSalvo, Dennis P. Doordan, Kipum Lee, Victor Margolin, and Ramia Mazé, Editors; MIT Univerity Press (1984)
  • “Design Driven Innovation” by Roberto Verganti:Harvard Business Press (August 3, 2009)
  • "The Design of Business: Why Design Thinking is the Next Competitive Advantage" By Roger L. Martin; Harvard University (2009)
  • "Designing for Growth: a design thinking tool kit for managers" By Jeanne Liedtka and Tim Ogilvie; Columbia University Press (January, 2014)
  • "Design for Action" by Tim Brown and Roger L. Martin; Harvard Business Review, (Sept 2015)
  • "Change By Design" by Tim Brown (HarperCollins, 2009)
  • “DESIGN THINKING” – A Critical Analysis by Paul A Rodgers and Euan Winton, International Conference on Engineering and Product Design Education 2 & 3 September 2010, Norwegian University Of Science And Technology, Trondheim, Norway
  • "Design led innovation: Exploring the synthesis of needs, technologies and business models" S Bucolo, JH Matthews Proceedings of Participatory Interaction Conference 2011
  • "Teaching Design Led Innovation: the future of industrial design" by C Wrigley, S Bucolo Design Principles and Practices 5 (2), 231-240 (2011)
  • "The Core of 'Design Thinking' and its Application" by Kees Dorst; 32 (6), 521-532, (Nov 2011)
  • "Personas and User-centered Design: How can personas benefit product design processes? by Tomasz Miaskiewicz and Kenneth A. Kozar; 32 (5), 417-430, (Sept 2011)
  • "United We Stand: A critique of the design thinking approach in interdisciplinary innovation." by Maciver, F., Malinsa, J., Kantorovitch, J., Liapisc, A. Proceedings of DRS 2016, Design Research Society 50th Anniversary Conference. Brighton, UK, 27–30 June 2016. (2016).
  • "This is Service Design Thinking: Basics, Tools, Cases" by M Stickdorn and J Schneider, Wiley (2012)

Informations complémentaires

TEACHING METHODS
Part 1 (Caroline Coulombe):
Formal presentations - Case studies – Simulation - Role-plays:
This seminar is highly participative in its nature.
Participants are involved in teams to analyze business cases and eventually manage a crisis during the simulation.

Part 2 (David Buisson):
The focus of Innovation and Design Thinking is the integration of business transformation, marketing and design in innovation and the creation of new ways of doing things and in the strategic development of products and services for the business of the future. Lecture and workshop will be used with cases, videos, boot-camps and a team project to impart the key ideas.
The course covers what is design thinking and its application. Topics will include design thinking, ideation, identifying customer needs, concept generation, product design and development, prototyping, co-creating and business model change. It will incorporate modern tools and methods for business and product design and development. Assessment will be based on the team contribution.

Part 2 (David Buisson):
An open mind and willingness to be creative.

ADDITIONAL READINGS:
  • Part 2 (David Buisson):
  • "Design Thinking" by Tim Brown, Harvard Business Review, 84 - 95, June, (2008)
  • "Design Thinking Comes of Age" by John Kolko, Harvard Business Review, 66-71, September (2015)
  • "Turning Design Thinking into Design Doing" by Heather Fraser, 24 • Rotman Magazine Spring/Summer 2006
  • 3 Reasons Why People Need Design Thinking, March 2, 2016
  • http://www.emerge-creatives.com/#!3-Reasons-Why-People-Need-Design-Thinking/f7mc8/56d5b6db0cf2bc6add144343 by Daniel Ling
  • "Navigating the Innovation Matrix" by Kyffin, S. and Gardien, P., International Journal of Design, 3 (1), 57 - 69, (2009)
  • A Workbook and Readings will be provided in support of the course

Ce cours fait partie des formations suivantes :

International MBA (IMBA, Executive MBA)

Niveau d'entrée : Bac + 3
Semestre :  -  UFR : iaelyon School of management

International MBA (IMBA)

Niveau d'entrée : Bac + 3  |  Niveau de sortie : Bac + 5
Semestre :  -  UFR : iaelyon School of management


Renseignements pratiques

iaelyon School of management
Université Jean Moulin
6 cours Albert Thomas
BP 8242
69355 Lyon cedex 08

Tél. : (33) 04 78 78 70 66Site web

Equipe pédagogique

Caroline COULOMBE
David BUISSON

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Mise à jour : 14 novembre 2016