Module Code: |
H9INN2 |
Long Title
|
Innovation II
|
Title
|
Innovation II
|
Module Level: |
LEVEL 9 |
EQF Level: |
7 |
EHEA Level: |
Second Cycle |
Module Coordinator: |
Victor Del Rosal |
Module Author: |
Jenette Carson |
Departments: |
School of Computing
|
Specifications of the qualifications and experience required of staff |
|
Learning Outcomes |
On successful completion of this module the learner will be able to: |
# |
Learning Outcome Description |
LO1 |
Build and test a proof of concept that establishes that a significant customer problem is addressed, that the solution is technically feasible, and that the business model is financially viable. |
LO2 |
Differentiate how innovation is commercialised in different contexts such as B2B, B2C, B2G, business to non-government organisations, and through relevant marketing channels including the selection of potential key partners. |
LO3 |
Employ the mechanisms for raising capital, including pitch preparation and delivery, with approaches suitable for potential investors and agencies in Ireland. |
LO4 |
Critically examine the potential impact of addressing significant societal challenges, including the role of the innovator in corporate social responsibility. |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
No recommendations listed |
Co-requisite Modules
|
No Co-requisite modules listed |
Module Content & Assessment
Indicative Content |
Business model
Unique Value Proposition. Customer desirability. Technical feasibility. Financial viability
|
Testing the Minimum Viable Product
MVP test avenues. MVP customer/user analysis .
|
Channels
Product/market fit. Growth strategies. Channel cost-efficiency
|
Crafting the Value Message
LIFT model (value proposition, urgency, relevancy, clarity) analysis
|
Key partners
Key partnership. Industry examples. Value chain integration
|
Revenue models
Value- vs. cost-driven models. Profit margin. Service bundling.
|
Revenue streams and pricingCost structure
Types of revenue streams. Transaction vs. recurring sales. Value-based pricing approach. Flat-rate, usage-based, tiered pricing. Fixed vs. variable costs. Direct and indirect operating costs
|
Key metrics
Pirate metrics. KPI dashboards. UVP-Key metrics coherence . Aligning key metrics with desired internal/external behaviour
|
Raising venture capital
Angel investment criteria. Venture capital investment expectations
|
Pitching
Pitch goal/audience. Understanding investor needs. Nonverbal communication. Elements of the presentation. The slide deck presentation
|
Corporate Social Responsibility
Societal challenges. Bottom of the pyramid startups. Global CSR trends. Multi-stakeholder expectations
|
Final Presentations
Dragon Dens type format
|
Assessment Breakdown | % |
Coursework | 100.00% |
AssessmentsFull Time
Coursework |
Assessment Type: |
Formative Assessment |
% of total: |
Non-Marked |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
Yes |
Assessment Description: Formative assessment will be provided on the in-class individual or group activities. Feedback will be provided in written or oral format, or on-line through Moodle. In addition, in class discussions will be undertaken as part of the practical approach to learning. |
|
Assessment Type: |
Formative Assessment |
% of total: |
Non-Marked |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
Yes |
Assessment Description: Business model and MVP assessment. Building on the outputs of Innovation I the student will submit a proposal for their final presentation. This will include the proposed business model to follow (B2C, B2B, B2G, etc.) and key sections such as the customer segment, problem, solution, and Unique Value Proposition. |
|
Assessment Type: |
Continuous Assessment |
% of total: |
100 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
No |
Assessment Description: Final Investor Presentation. This is an expanded and annotated version of the slide deck presentation (to be also presented in slide deck presentation). It must address all 9 sections of the lean canvas as well as other key elements of the business model. Key criteria for marking include urgency of customer needs, technical feasibility and financial viability. The CA is marked with the innovation marking rubric. Harvard referencing must be followed. |
|
No End of Module Assessment |
Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
|
Reassessment Description If a pass grade is not achieved, learners must undertake a continuous assessment that assesses all learning outcomes. (This may be a submission of the Final Investor Slide deck (expanded and annotated version of the slide deck presentation), addressing all 9 sections of the lean canvas as well as other key elements of the business model.)
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
Module Target Workload Hours 0 Hours |
Workload: Full Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Lecture |
Classroom & Demonstrations (hours) |
24 |
Every Week |
24.00 |
Tutorial |
Other hours (Practical/Tutorial) |
24 |
Every Week |
24.00 |
Independent Learning |
Independent learning (hours) |
77 |
Every Week |
77.00 |
Total Weekly Contact Hours |
48.00 |
Module Resources
Recommended Book Resources |
---|
-
Ash Maurya. (2012), Running Lean, "O'Reilly Media, Inc.", p.207, [ISBN: 1449305172].
-
Victor Del Rosal. (2015), Disruption, CreateSpace, p.184, [ISBN: 1514173948].
-
Michael Lewrick,Patrick Link,Larry Leifer. (2018), The Design Thinking Playbook, John Wiley & Sons, p.352, [ISBN: 9781119467472].
-
Peter Thiel,Blake Masters. (2015), Zero to One, Virgin Books, p.210, [ISBN: 0753555204].
| Supplementary Book Resources |
---|
-
Clayton M. Christensen. (2011), The Innovator's Dilemma, HarperBusiness, p.336, [ISBN: 0062060244].
-
Adam M. Grant,Sheryl Sandberg. (2016), Originals, Viking, p.322, [ISBN: 0525429565].
-
Andrew Romans. (2013), THE ENTREPRENEURIAL BIBLE TO VENTURE CAPITAL: Inside Secrets from the Leaders in the Startup Game, McGraw Hill Professional, p.256, [ISBN: 0071830359].
| This module does not have any article/paper resources |
---|
Other Resources |
---|
-
[Website], World Economic Forum: Outlook on the
Global Agenda,
-
[Website], McKinsey Global Institute Technology and
Innovation Research,
-
[Website], Gartner Hype Cycle 2019,
-
[Website], Gartner’s Top 10 Strategic Technology
Trends,
-
[Website], MIT Tech Innovation Resources,
|
|