Business models of technology enterprises 2600-MSMdz1zitMBPT
1. Technology companies: technologies, innovations and their types; start-up, spin-off and spin-out; corporations - enemies or friends?
2. Case studies - business models of technology companies: software/media companies, life sciences companies, industrial companies and agricultural companies.
3. Designing business models of technology enterprises: the concept of a business model and its components, overview of types (forms) of business models, creation of business models - selected tools (design thinking, corporate foresight and roadmapping, business model canvas, business model navigator).
4. Stakeholders of technological enterprises: inventors and creators (originators), employees and managers - managers and interim managers, investors, business advisers.
5. Legal and economic aspects related to the operation of technology enterprises: protection of intellectual property, company secrecy vs. competitors, company secrecy vs. employees.
6. Financing of technology companies: concepts of the valley of death and the financing gap, private financing: stock exchange and New Connect, crowdfunding, business angels and VC funds, public co-financing, public procurement as (pre-commercial procurement, innovation partnerships, public procurement for innovation).
7. The role of business environment institutions in supporting technology enterprises: business incubators, technology transfer centres and innovation centres.
Type of course
Mode
Course coordinators
Learning outcomes
In terms of knowledge:
- Knows and understands the terminology and basic mechanisms and theoretical models in innovation management including explaining the practical usefulness of business models of technological enterprises (K_W01)
- Knows and understands the basic principles of entrepreneurship related to the initiation and development of innovative ventures (K_W06)
In terms of skills:
- Able to use management and governance theory to identify, diagnose and solve business model problems, including carrying out the evolution of a project idea using the design thinking method and defining objectives and requirements in a project (K_U01)
- Is able to prepare analyses, diagnoses and reports on complex problems related to business models independently and in teams, including carrying out a project stakeholder analysis, creating a business model canvas, carrying out a risk analysis (K_U03)
- Is able to plan, organise and lead teamwork related to business models (K_U05)
- Able to develop acquired skills in business models and support others in this area (K_U06)
In terms of social competence:
- Is ready to evaluate and critically approach complex situations and phenomena related to business models (K_K01)
- Is ready to think and act in an entrepreneurial model (K_K02)
- Is ready to comply with ethical standards in the process of planning and implementation of innovative projects (K_K03)
Assessment criteria
Learning outcomes in terms of knowledge will be verified through class discussion and test.
Learning outcomes in terms of skills will be assessed on an ongoing basis through assignments (individual and group) completed by participants during the course.
Social competence outcomes will be assessed through class discussion and test.
Individual and group project assignments 50%
Final written assessment - colloquium 50%.
Attendance obligatory
Scoring:
- 0 - 55% - 2
- above 55% - 64% - 3
- over 64% - 73% - 3.5
- over 73% - 82% - 4
- over 82% - 91% - 4,5
- over 91% - 100% - 5
Bibliography
Literature:
• Osterwalder, A., Pigneur, Y. (2013). Tworzenie modeli biznesowych. Podręcznik wizjonera. Gliwice: Wydawnictwo Helion.
• Gassmann, O., Frankenberger, K., Csik, M. (2013). The St. Gallen business model navigator.
• Johnson, M.W. (2010). Seizing the white space: Business model innovation for growth and renewal. Boston: Harvard Business School Publishing.
• Cieślik J. (2010). Przedsiębiorczość dla Ambitnych. Warszawa: Wydawnictwa Akademickie i Profesjonalne.
• Jasiński A.H. (2006). Innowacje i transfer techniki w procesie transformacji. Warszawa: Difin.
• Klincewicz K. (2010). Zarządzanie technologiami. Przypadek niebieskiego lasera. Warszawa: Wyd. naukowe Wydziału Zarządzania UW
• Klincewicz K. (2012). Dyfuzja innowacji. Jak odnieść sukces w komercjalizacji nowych produktów i usług. Warszawa: Wyd. naukowe Wydziału Zarządzania UW
• Zucker M. (2015). Igrzyska talentów w dolinie krzemowej. Warszawa: PWN.
Additional information
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: