Darwin and the Demon: Connections with H807

Moore, Geoffrey A, (2004), Darwin and the Demon: Innovating Within Established Enterprises, Harvard Business Review; Jul/Aug 2004, VOl 82, Issue 7/8, p86-92, 7P, 1


This article was recommended background reading during week 3 of H807, where we were looking at who innovates and who follows. I have written some notes on the article on Google Docs.The author is a managing director of TCG Advisors, a strategy consultancy based in San Mateo California. The company declares; We specialize in a set of challenges common to technology companies and technology-related sectors, where rapid changes in market dynamics force frequent adjustments in corporate strategy.


The technology and consumer market focus of the article means that its relevance in the world of education is not wholesale. In educational circles, we are offering a professional service, and I question whether the consumer product model fits precisely. However, I can see that the article has a number of aspects that can be applied in H807 assignments, as well as in my own work.

1. The different types of innovation are a useful structure for reviewing the various case studies we are asked to study and report on in TMA1
2. When interviewing my innovator for TMA2, the innovation types and the market life cycle might offer a good basis on which to analyse the innovation, the innovator and the market life cycle position her company is in.
3. The 'overcoming inertia' guidelines will have relevance for educational organisations that are having difficulty in getting existing staff involved in adopting innovations. To some extent that is true in my own organisation where experienced staff are proving somewhat reluctant to participate in elearning
4. Deciding what type of innovation the redesign of our current elearning programme is will help me focus on the right activity for my H807 ECA.
5. The section on 'overcoming inertia' resonates with the change management work that my company undertakes

Criteria for Deciding on which Innovation to Fund: Week 3, Activity 4

I can understand that the Kaye & Hawkridge criteria helped them to select the case studies for a book on innovative elearning examples. However, in the innovation life cycle, the end product may be a way off yet. Johnson (2010) explains that the process of innovating is a continuous process of working in the "adjacent possible" - ideas that occur to you that are stimulated by the way things are now. Later he says "we take the ideas we've inherited or that we've stumbled across and we jigger them together into some new shape" (p 30) I would therefore be most concerned to make sure that potentially significant innovations that are not developed enough yet were not rejected too early.

The three criteria I am going to nominate are from the perspective of a project manager (like myself) in a private sector training company which is looking to make elearning a channel through which to develop new routes to market. At the moment this is relatively unchartered territory,

Cost will always be an issue and if the project is too expensive, it will not be afforded. Other criteria might help us work out which cost we should do well to find ways to afford. After all if the top line revenue generated by the programme can be increased, the cost becomes less of an issue.

The three criteria I would therefore nominate are:

1. New routes to market: is the programme appealing to and accessible by a wide audience of clients that would be new to our business? This might be judged by the number of students attracted so far, and the extent to which they are a new type of customer for the business.

2. Engagement of students: Our business prides itself on the impact that its f2f training interventions has on the performance of students back in the workplace. The degree of participation and excitement which it is possible to generate on and offline should therefore be a second criterion for deciding on the most worthy programme. Online participation monitoring and feedback from the workplace about any changes in behaviour/performance of students are at least two ways in which this criterion could be measured.

3. Customer Service: being able to monitor students progress, and then to personalise the programme to meet their learning needs and the needs that their business has of them will be an important way to differentiate our service in the market place. Programmes and technology that enable us to connect intimately with the learning progress of our students will therefore, again, be a differentiator in the market for the innovative programme. Activity in a VLE, and student responsiveness to new input could be methods of measuring against this criterion.



Madeleine


Reference:
Johnson, S (2010), Where Good Ideas Come From - A Natural History of Innovation, Allen Lane, London

Innovation Case Studies Block 1, Week 2.2

In this task, we are asked to study a number of case studies - too many to read them all;-) I have decided to choose cases that have some relevance to my work life.

1. Bradford University Physiotherapy  Course - a module that brings the user (customer in my parlance) to life, and helps with the transfer of learning. The case based scenario module incorporated media rich elements, to make them more emotionally engaging. The scenarios were used in a blended learning format, which encouraged problem solving debate on the cases. Student feedback shows they are engaging with the material.
2. Derby University BA in Business Studies. This course has been transformed by being available fully online. This has attracted a more mature student, that is motivated to complete the course. As well as being available online, there is flexibility about when modules are taken, which means that a three year course can be completed in two years. Student enrollments and satisfaction levels have been on the increase. No particular evidence of any pedagogical innovations.
3. Swansea University BA and MA in Archaeology. The use of a combination of images from archaeological site, with an accompanying podcast commentary by an academic who is working on/visitng the site has been very well received. The larger number of requests to attend field study summer schools is an example of this greater level of engagement. The evidence is that students find the input much more engaging. It is also an excellent option for students with mobility issues, who would otherwise miss out on the experience of 'visiting' a site. The staff have extended their use of podcasting technology to respond to specific student enquiries. These can then become a shared resource for the future.
4. Warwick University Team Based approach to creating e-resources. This project focuses on the method used by the UReCA department which has over 1000 part time students and more than 80  modules. Previously course materials were provided in paper based form - e-resources were provided only by enthusiasts. By taking a collaborative, whole department approach to developing e-resources, the project raised the confidence and competence of staff to engage with elearning. As a result, not only has the student experience been enhanced, but staff development and collaboratiion continues on the VLE that was used for the collaborative project. Free lunches were used to reward, entice participation of reluctant members of staff!!