David Aaker

David Aaker
E.T. Grether Professor of Marketing and Public Policy 
Haas Marketing Group 

Abstract:  A brand strategy can be critical to the success of an innovation, particularly in the long-term.  There are times when a firm literally needs to brand it or lose it.

Sara L. Beckman

Abstract:  There is a generic innovation process, grounded in models of how people learn, that can be applied to various aspects of design: to the design and development of both hardware and software products; to the design of business models and services; to the design of organizations and how they work; and to the design of the buildings and spaces in which work takes place. 

Kay-Yut Chen

Kay-Yut Chen (and Professor Teck-Hua Ho)

Principal Scientist, Hewlett-Packard Laboratories

Abstract: Most new product launches fail because existing methods are unable to forecast their commercial successes accurately. A market-based method to address this gap involves capitalizing on the power of the "wisdom of crowds" by allowing people to interact in organized markets governed by well-defined rules. These prediction markets seek information aggregation from a large group of diverse individuals by encouraging active participation.

Henry W. Chesbrough (with Melissa M. Appleyard)

Adjunct Professor  
Executive Director, Center for Open Innovation 
Institute of Management, Innovation & Organization  
Management of Technology Program 

Abstract: Firms and even whole industries are experimenting with novel business models based on harnessing collective creativity through open innovation. If we are to make strategic sense of innovation communities, ecosystems, networks, and their implications for competitive advantage, a new approach to strategy—open strategy—is needed.  Open strategy balances the tenets of traditional business strategy with the promise of open innovation. 

Lee Fleming

Lee Fleming (with Matt Marx)

Harvard Business School

Associate Professor of Business Administration 

Abstract: Greater job mobility among engineers and scientists has caused the extended social networks of inventors to become increasingly connected. As a result, invention increasingly occurs within small worlds (or social networks) that straddle firm boundaries. Small worlds provide both strategic opportunity and potential threat; while they can increase creativity within a firm, they also aid in the diffusion of creative knowledge to other firms through personnel and knowledge transfer. Now all firms need to learn how to manage innovation in a small world environment.  

John Freeman

Jerome S. Engel

John Freeman

Helzel Professor of Entrepreneurship and Innovation

Haas Organizational Behavior and Industrial Relations Group

Faculty Director, Lester Center for Entrepreneurship and Innovation

Jerome S. Engel
Adjunct Professor

Executive Director, Lester Center for Entrepreneurship and Innovation

Director, Entrepreneurship Program  

Abstract: The innovation process occurs in two ways—the Corporate Model (mature corporations) and the Entrepreneurship Model (start-ups).  Under certain circumstances, entrepreneurs can start companies, develop the capabilities of those companies, and bring new products to market relatively quickly, while their larger but slower corporate competitors lag behind.  When startups succeed, however, they transform themselves into corporations.  Ironically, this robs them of the very properties that allowed them to innovate rapidly and seize opportunities engendered by innovation. 

Rashi H. Glazer

Meta-Technologies and Innovation Leadership: Why There May Be Nothing New Under the Sun

Abstract: As firms strive to lead through innovation, they face the twin challenges of trying to bring genuinely new products to market through a "market-driven" approach and avoiding the "innovator's dilemma" of becoming the prisoner of a once-but-no-longer successful technology due to the emergence of an apparently "disruptive" newer technology.  By focusing its efforts on meta-technologies, a firm can be innovative while remaining sensitive to customer needs and can simultaneously be market-driven and "market-driving." 

Richard K. Lyons

Jennifer A. Chatman

Panel Session 1: The Innovation Process: From Idea to Commercialization

Richard K. Lyons (with Caneel K. Joyce)
Chief Learning Officer, Goldman Sachs

Jennifer A. Chatman

Paul J. Cortese Distinguished Professor of Management 
Haas Organizational Behavior and Industrial Relations Group

Innovation in Services: Corporate Culture and Investment Banking

Abstract: Innovation is as important in services as it is in manufacturing; however, competing on innovation in services demands a different organizational approach. The foundations for this—both cultural and structural—should operate pervasively throughout the organization. An examination of innovation in investment banking reveals the implications for competing on innovation in other service industries. 

Raymond E. Miles

Professor Emeritus and former Dean 
Haas Organizational Behavior and Industrial Relations Group

Faculty Advisor, Young Entrepreneurs at Haas  

Abstract: US leadership in technological innovation has remained an important source of national income and pride; however, some fear it may be in the process of losing its role as the unquestioned innovation leader in the global economy.  There are management theories and behavioral prescriptions that research suggests are essential to leadership in innovation-based economic competitiveness.

John Morgan

Abstract: Successful online retailers exploit the rich information about product characteristics and prices available to online consumers and retailers through innovative dynamic pricing strategies. There are important considerations in devising online pricing strategies that involve a "dashboard" of market-specific information that can help managers identify and respond to opportunities and threats arising in the online marketplace. 

David C. Mowery

David C. Mowery (with Jeffrey T. Macher and Alberto Di Minin) 
William A. & Betty H. Hasler Professor of New Enterprise Development

Abstract: In the face of such far-reaching structural change in the global semiconductor industry, it is surprising that most indicators of "globalization" of innovation-related activities in the U.S. semiconductor industry indicate only modest offshore movement in key innovation-related activities.  To a surprising extent, this evidence suggests that much of the innovation process in this global industry remains "non-globalized." 

Pablo T. Spiller

Pablo T. Spiller (with Ricard Gil)

Jeffrey A. Jacobs Distinguished Professorship in Business and Technology 
Professor, Haas School of Business

Abstract: In procuring creative products in the marketplace, distributors face the unavoidable winner's curse risk.  Since this risk is, to a large extent, independent of the creative nature of the product, the higher the creative content, the higher the relative hazards associated with internal or contractual production.  Thus, internal/contractual production of creative goods will tend to be less prevalent the higher the creative content associated with its production. The evolution of the U.S. film industry in the mid-20th century provides examples and implications for managing highly creative activities and ventures. 

Steven Tadelis

Associate Professor

Associate Dean for Strategic Planning

Business and Public Policy

Abstract: Few recent business trends have received as much attention as the practices of outsourcing and offshoring. Many cases of failed outsourcing contracts suggest that the strategic use of outsourcing may not be as beneficial as some believed, and hidden costs are often cited as a main source of failure. A business leader can successfully innovate the sourcing practices of his organization by employing strategic frameworks that will anticipate the hidden costs of outsourcing. This article offers such a framework, and argues for its wide use.

David J. Teece

Thomas W. Tusher Chair in Global Business

Director, Institute of Management, Innovation, and Organization

Haas Business and Public Policy Group

Economic Analysis and Policy Group 

Abstract: The challenge is not just creating value from innovation, but capturing that value as well. In making strategic decisions about how to capture value from innovation, managers often look at two critical domains—the intellectual property environment and the architecture of the industry—as beyond their control. Yet, these two domains can have profound influences on who wins and who does not in capturing value from innovation.