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PROGRAM プログラム概要


モジュールA-1 集中セミナー


高度な専門知識を有する人材が、これからの社会において活躍の場を広げるために必要な、
リーダーシップ、オープン・イノベーション、アントレプレナーシップなどのトピックについて、
短期間で基礎知識を得ることのできるプログラム。
イノベーション・マネジメントについての日本語講義に加え、トピックごとに世界的な定評のある講師・研究者を招聘し、
土日に集中講義形式で開催する。

平成27年度集中セミナー

前半プログラム

日程:2015年9月5日~9月6日(一泊二日)
チラシはこちらをクリックしてください。

9月5日(土)
10:00-12:00
「イノベーション・エコシステム / Innovation Ecosystem①」 椙山泰生 教授 / 京都大学経営管理大学院
13:00-15:00
「イノベーション・エコシステム / Innovation Ecosystem②」 椙山泰生 教授 / 京都大学経営管理大学院
16:00-18:00
「デザイン思考 / Design Thinking①」 Dr. Karen Miller / University of Cambridge
19:00-22:00
「デザイン思考 / Design Thinking②」 Dr. Karen Miller / University of Cambridge
9月6日(日)
08:30-12:00
「オープン・イノベーション / Open innovation①」 Dr. Tim Minshall / University of Cambridge
13:00-14:30
「オープン・イノベーション / Open innovation②」 Dr. Tim Minshall / University of Cambridge
15:00-17:00
「パネルディスカッション」

後半プログラム

日程:2015年12月11日~13日(一泊三日)
チラシはこちらをクリックしてください。

12月11日(金)
19:00-21:00
「事業創成 / Business Development」 孫徳峰 特定助教 / 京都大学経営管理大学院
12月12日(土)
10:10-12:40
「アントレプレナーシップ入門 / Basics of Entrepreneurship①」 Dr. Hugh Whittaker / University of Oxford
13:40-16:10
「アントレプレナーシップ入門 / Basics of Entrepreneurship②」 Dr. Hugh Whittaker / University of Oxford
16:30-18:30
「スタートアップ・プランニング / Planning your start-up①」 Dr. Mark Kierlanczyk / Chief Business Intelligence Officer for PetPlus.com
19:30-21:30
「スタートアップ・プランニング / Planning your start-up②」 Dr. Mark Kierlanczyk / Chief Business Intelligence Officer for PetPlus.com
12月13日(日)
09:00-10:00
「スタートアップ・プランニング / Planning your start-up③」 Dr. Mark Kierlanczyk / Chief Business Intelligence Officer for PetPlus.com
10:20-12:20
「リーダーシップ / Leadership①」 Dr. Sanford M. Jacoby / Anderson School of Management, UCLA
13:20-16:20
「リーダーシップ / Leadership②」 Dr. Sanford M. Jacoby / Anderson School of Management, UCLA

平成26年度集中セミナー

前半プログラム

日程:2015年1月9日~1月11日(二泊三日)
チラシはこちらをクリックしてください。

1月9日(金)
18:00-20:00
「事業創成 / Business Development」 孫徳峰 特定助教 / 京都大学経営管理大学院
1月10日(土)
08:30-10:30
「イノベーション・エコシステム / Innovation Ecosystem①」 椙山泰生 教授 / 京都大学経営管理大学院
11:00-13:00
「イノベーション・エコシステム / Innovation Ecosystem②」 椙山泰生 教授 / 京都大学経営管理大学院
14:00-15:30
「アントレプレナーシップ入門 / Basics of Entrepreneurship①」 Dr. Hugh Whittaker / University of Oxford
16:00-17:30
「アントレプレナーシップ入門 / Basics of Entrepreneurship②」 Dr. Hugh Whittaker / University of Oxford
19:00-21:00
「アントレプレナーシップ入門 / Basics of Entrepreneurship③」 Dr. Hugh Whittaker / University of Oxford
1月11日(日)
08:30-11:30
「アントレプレナーシップ入門 / Basics of Entrepreneurship④」 Dr. Hugh Whittaker / University of Oxford
12:15-14:45
「オープン・イノベーション / Open innovation」 Dr. Hugh Whittaker / University of Oxford

後半プログラム

日程:2015年3月7日~8日(一泊二日)
チラシはこちらをクリックしてください。

3月7日(土)
09:00-12:00
「ベンチャーファイナンス / Start-Ups, Venture Capital, and You①」 Dr. Mark Kierlanczyk / Chief Business Intelligence Officer for PetPlus.com
13:00-15:00
「ベンチャーファイナンス / Start-Ups, Venture Capital, and You①」 Dr. Mark Kierlanczyk / Chief Business Intelligence Officer for PetPlus.com
15:30-18:00
「リーダーシップ / Leadership①」 Dr. Sanford M. Jacoby / Anderson School of Management, UCLA
19:00-21:00
「デザイン思考 / Design Thinking①」 Dr. Sara Beckman / Hass School of Business, University of California, Berkeley
3月8日(日)
08:30-10:00
「デザイン思考 / Design Thinking②」 Dr. Sara Beckman / Hass School of Business, University of California, Berkeley
10:30-12:00
「デザイン思考 / Design Thinking③」 Dr. Sara Beckman / Hass School of Business, University of California, Berkeley
13:00-15:30
「リーダーシップ / Leadership②」 Dr. Sanford M. Jacoby / Anderson School of Management, UCLA

Innovation Management

1. 事業創成 / business development

事業の創造・成長に焦点を当てた経営学の日本語講義で、全体の入門的な位置づけの授業である。主に、イノベーションやアントレプレナーシップに関連した内容を厳選し、経営学の基本的な知識を効率よく学ぶ。GTEPに参加する様々なバックグラウンドの受講者に、他の講義や実践教育に参加するためのベースとなる共通の概念枠組みを学んでもらうのが狙いである。
具体的に、この講義では、ビジネスモデルに関連した顧客価値の創造と、それを実現するための価値提供プロセスの構築、および必要利益を獲得する方法論、課金モデルについての議論をカバーする予定である。

孫 徳峰
特定助教

孫 徳峰 / 京都大学 経営管理大学院

  • 専門分野
    国際経営、経営戦略、イノベーション経営
  • 経歴
    中央財経大学管理科学与工程学院修士、京都大学大学院経済学研究科修士。
    京都大学大学院経済学研究科博士後期課程修了。博士(経済学)。

2. イノベーション・エコシステム / innovation ecosystem

各アクターがイノベーション戦略を考える際には、単一の企業レベルの分析だけではなく、価値の創出に関わるアクター間の相互依存関係や相互連結関係を検討することが有用になってくる。また、そのような相互依存関係の中で、イノベーションに必要な知識の創造や移転、あるいはリスクを負担する仕組みを構築する必要がある。このような状況から、近年はイノベーションをエコシステムという観点から理解するという考え方が普及してきている。この講義では、このエコシステムのマネジメントという枠組みを次の二つに分けて学習する。

1.イノベーション・エコシステムの理解

まず、エコシステムにおいて、企業間のイノベーションが相互依存している構造について学ぶ。相互依存している状況では、企業単独でイノベーションをうまく実施するだけでは成功することはできない。相互依存している他のプレイヤーのイノベーションとの関係を調整したり、イノベーションを採用する関連企業との関係を調整することが必要になる。これらの観点について学び、イノベーション・エコシステムに関する総合的な理解を深める。

2.エコシステムでの戦略

イノベーションが他のプレイヤーとの相互依存関係にあることを前提にした上で、どのような戦略が可能になるのかを検討する必要がある。プレイヤーが取りうる戦略として、エコシステムの全体像の提案や、役割とポジショニングの明確化とそこでの戦術、さらには参入のタイミングなどについて学ぶ。

椙山 泰生
教授

椙山 泰生 / 京都大学 経営管理大学院

  • 専門分野
    技術・イノベーション経営、国際経営、経営戦略
  • 経歴
    東京大学法学部、東京大学大学院経済学研究科修士、同博期課程修了。博士(経済学)。
    ソニー株式会社、東京大学大学院経済学研究科助手、京都大学大学院経済学研究科助教授などを経て、現職。

3. オープン・イノベーション / open innovation

Session 1: Creating and capturing value - Designing the business model and accessing resources

Aims: To understand (A) the range of possible business models that can be used to create and capture value from technology, and the relative strengths and weaknesses of each; (B) the range of funding options available to support the implementation of different business models, and the relative strengths and weaknesses of each; and (C) the interactions between the choice of business model and the availability of resources, and the dynamic and context-specific nature of the interaction between them.

Session 2: Open innovation - Working in collaboration to get your idea to market

Aim: To understand (A) the dimensions (what it is) and drivers (why it is so common now) of open innovation; (B) the challenges of implementing open innovation from the perspectives of start-ups, small and medium sized, firms, large firms and universities; and (C) examples of good practices for open innovation in terms of structures, processes, metrics and location.

Dr.Tim Minshall

Dr.Tim Minshall / IFM, University of Cambridge

  • 専門分野
    open innovation, the funding of innovation, and university-industry knowledge exchange
  • 経歴
    PhD in Engineering Department, University of Cambridge
    Prior to joining the University of Cambridge, he worked as an engineer, teacher, consultant, freelance writer and project manager in the UK, Japan and Australia.

4. デザイン思考 / DESIGN THINKNG

Design Thinking is increasingly positioned as a widely applicable cognitive approach to solving ‘wicked problems’. Wicked problems were introduced by Rittel and Webber in 1973, and are those that have no singular ‘right’ solution, and may include specific design challenges or broader business strategies. Designerly approaches are therefore not the sole prerogative of designers, and may be employed in all cases where there are complex demands for increased innovation and non-linear thinking.

Herbert Simon advanced this perspective in a seminal article ‘The Science of Design: Creating the Artificial’ in 1988, by stating that: “Everyone designs who devises courses of action aimed at changing existing situations into preferred ones”. However, to be of real utility Design Thinking needs to be understood from a theoretical standpoint before it can be more effectively applied in practical contexts.

As a result, this lecture will commence with an introduction to the academic principles of Design Thinking. These foundations include the works of design theorists Cross and Lawson amongst others and the concept of abductive reasoning. Abductive reasoning is the ability to think what ‘may’ be, and this links to the principles of visualisation, which are an essential component of Design Thinking. Visualisation is vital in order to make concepts tangible. Thereafter the Design Thinking approach will be described in a form that enables users to apply the theory in practice using a number of examples - in other words move from thinking to doing.

Dr. Karen Miller

Dr. Karen Miller / IFM, University of Cambridge

  • 専門分野
    Design Strategy, Design Leadership
  • 経歴

    PhD: Doctor of Philosophy, University of Cambridge
    Before joining academia she had an industrial career with over twenty-five years of experience as a design and innovation director, head of design and senior designer in leading international retailers and design consultancies.

Technology is changing at an increasingly rapid pace, turning entire industries such as transportation, education and healthcare on their heads. At the same time, consumer expectations for the experiences companies are providing are escalating. Together these trends are creating a world in which traditional linear thinking – e.g., what comes after the PC? – is no longer valid. The complex problems these changes imply require different approaches to framing and solving problems, and the ability to work collaboratively while applying those approaches.

In this session we draw your attention to the ways in which you frame and solve problems today, and introduce you to a set of options you might consider using to frame and solve problems in the future. We'll focus on developing your skills in four areas: observation, framing and reframing, diverging and converging and rapid experimentation. In each, we'll provide a variety of tools or methods –conducting dialogue to understand others, using metaphors for concept generation, telling stories to test ideas -- for you to try, and we'll have you apply them in teams to real issues. The session draws upon the mindset of design thinking, while also tapping the skillsets and toolsets associated with critical thinking and systems thinking.

Dr.Sara Beckman

Dr.Sara Beckman / Hass School of Business, University of California, Barkeley

  • 専門分野
    New Product Development and Manufacturing and Operations Management
  • 経歴
    Ph.D. in Department of Industrial Engineering and Engineering Management, Stanford University
    She joined Hewlett-Packard Company, Corporate Design Foundation , MIT, and Stanford University.

Entrepreneurship

1. リーダーシップ / LEADERSHIP

In this course, students learn the basic theoretical literature on leadership, including its psychological dimensions. These ideas will be applied to leadership tasks that students will face in their careers, such as building networks and influencing others.
Each segment = 1 hour

Day 1 Afternoon 3 hours

1. Introduction to Leadership

To understand the basic elements of leadership from research and practical perspectives and to analyze the role of personality and the interaction of different personality types.
The lecture covers the basic concepts of leadership: what leaders do; personality traits; leadership skills; ethics.

2. Leadership Style

To understand different leadership styles, when to use them, and what is your own leadership style.
The lecture introduces students to the concept of emotional intelligence and how it relates to leadership style. They will bring with them the results of a short questionnaire (distributed ahead of time) to be used to understand their own leadership style.

3. Influence Strategies

To understand different methods to influence the people around you. We will do this through observation of an influence situation and through self-analysis.
Influencing and persuading others are key skills necessary for leadership. Students will learn about different strategies and their own influence style. We will also discuss how to influence people who are above you, using active listening skills and social awareness. Again, a brief questionnaire will be distributed ahead of time.

Day 2 Afternoon 2 hours

4. Relational Style

To strengthen relationships and reduce conflict by understanding what drives you and what drives others.
A questionnaire distributed at the end of Day 1 will form the basis of a lecture on how people with different relational styles interact with each other, the problems this creates, and how to have a more productive relationship with the people around you.

5. Entrepreneurial Networks

Understand how social networks and social capital are related to your ability to succeed. How networks operate and how you can make them work for you.
This lecture will introduce students to the use of networks for entrepreneurial purposes, how they are different from closed networks, and the benefits that they may bring. It draws on ideas from the literature on reciprocity and persuasion.

Course Readings

- Deborah Ancona, "Leadership in an Age of Uncertainty," MIT Leadership Center.
- Daniel Goleman, "Leadership that Gets Results", Harvard Business Review.
- Robert Cialdini, Influence: Science and Practice, pages 20-33, 61-74, 144-160.
- Wayne Baker, Achieving Success Through Social Capital, chapter 3.

Dr.Sanford M.Jacoby

Dr.Sanford M.Jacoby / Anderson School of Management, UCLA

  • 専門分野
    Business History, Corporate Governance, Human Resource Management
  • 経歴
    Ph.D. in Economics, UC Berkeley
    He has been a visiting professor at Doshisha University, the London School of Economics and Political Science, the University of Manchester, the University of Tokyo, and Waseda University.

2. アントレプレナーシップ入門 / Basics of entrepreneurship

Session 2a: What is an opportunity?

This initial session explores a key issue I entrepreneurship; the nature of opportunities. It introduces 'effectual' and 'causal' approaches to entrepreneurship through thought experiments, and focuses on opportunities as created rather than discovered. A short case in two parts is used.

Session 2b: Ideation

The ideation session focuses on ensuring a fit between customer profile and the value proposition, also known as the product-market-fit. The main mode of learning is experimental; a short presentation followed by a group exercise, which encourages participants to think carefully about product-market-fit; customer segments; and potentially beachhead markets. Encouraging experimentation and play, it also highlights the need to respond to emerging circumstances, which are common in new startups.

Session 3a: Lean startup

This session explores startup methodology, and reducing the market risk of new value creation. It draws attention to the inherent assumptions in the business model and focuses on ways how to test them, encouraging a step-by-step approach to market and customer validation. The focus is on lean (cheap) learning: How can I design cheap and quick experiments that provide me with some fundamental insight about key assumptions in my idea? Do I persevere, or do I change my approach?

Session 3b: Discussion

This session will consolidate the learnings of the previous sessions through discussion. Where appropriate, more contextual knowledge may be introduced which will help to frame the significance of entrepreneurship and its promotion from a comparative perspective. As the final session of the day, it will be relatively informal.

Dr.Hugh Whittaker

Dr.Hugh Whittaker / University of Oxford

  • 専門分野
    Technology Innovation, Organization and Employment
  • 経歴
    Ph.D. , London University, Imperial College
    He has taught at the University of Cambridge and later went on to assist in the establishment of the Doshisha Business School. He has also held the position of editor of the Cambridge Journal of Economics.

3. ベンチャーファイナンス / Start-Ups, Venture Capital, and You

Every start-up needs money. Your friends, family, professors, business colleagues, start-up incubators, members on crowd-sourcing websites, angel investors and venture capitalist both in Japan and the USA would be glad to invest in start-ups so long as the vision is big, they understand your operating space, they are impressed by what you have achieved so far, and reaching your further goals looks like a possibility with the ultimate rewards being attractive.

The purpose of this module is to provide a practical introduction on how to start a technology company with a large emphasis placed on teaching students how to acquire the above-mentioned forms of venture capital. This class will outline the practical process of raising venture capital in exchange for some of your start-up's equity.

Participants will be divided into small teams and will pitch their ideas in class to the lecturer, who will play the role of venture capitalist. Students will not only learn how to raise capital and fund their start-ups but will also learn the personal skills necessary for navigating and managing the often difficult and stressful aspects of starting a business. Your lecturer will happily assist you through the class and will continue to be available as a resource after the module is finished to provide assistance, advice, and any insights to aid you in your ventures.

Dr. Mark Kierlanczyk

Dr. Mark Kierlanczyk / Chief Business Intelligence Officer for PetPlus.com

  • 専門分野
    corporate environment, creation of start-ups
  • 経歴
    Ph.D. in Mathematics, MIT and U.C. Berkeley Actively involved in Neurora, Realac, Ednext, Microbiome Discoveries and K&K Funds. Previous work:Founder&CEO of Copernicus, Director of Research and Analysis at Aon, VP at Goldman Sachs.