Scribd
Upload
15 views6 pages

Syllabus SEC

Uploaded by

Mannat Garg
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
15 views6 pages

Syllabus SEC

Uploaded by

Mannat Garg
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 6

Innovation and Entrepreneurship

CREDIT DISTRIBUTION, ELIGIBILITY AND PRE-REQUISITES OF THECOURSE

Course title & Credits Credit distribution of the course Eligibility Pre-
Code Lecture Tutorial Practical/ criteria requisite
Practice of the
course
(if any)
Innovation and 2 0 0 2 Class XII NIL
Entrepreneurship

Learning Objectives

The primary objectives of the course will be to:


● Encourage the process of creative thinking and innovation
● Build an entrepreneurial perspective to identify and tackle problems and explore new
opportunities
● Gain insight into building business models and plans
● Identify tools and strategies that entrepreneurs may use for start-up, innovation and
reinvention
● Understand how to go from an idea to product and scale it up for sustainability
● Develop skills to work in teams and build connections, collaborations and social
networks .

Learning Outcomes

By the end of the course students should be able to:


● Identify and comprehend the concepts of creativity, innovation and invention in
various contexts.
● Enrich their theoretical and conceptual foundations in entrepreneurship.
● Gain hands-on experience that shall empower them to identify business and social
opportunities and venture in the entrepreneurial landscape.
● Prepare themselves to take informed decisions in establishing start-ups and ongoing
innovation in organisations.

PEDAGOGY
While suitable concepts and theory will be utilized, the emphasis of the course will be on
inquiry driven hands-on activities and experiential learning in a team setting. As this is essentially
a group activity based course, the two lectures scheduled for each week shall be held together. The
class to be split up ideally in groups of 5 – 7 students each, who will work

243
together for the rest of the semester on identifying a specific problem and by semester-end present
a feasible innovative prototype capable of being funded as a start-up.

SYLLABUS

Unit I: Understanding Creativity


● Understanding the concept and process of creativity; students exploring within
themselves the nature of the creative process; approaches to understanding creativity (Ref.
B1)
● Differentiate between invention and innovation (Ref. OR1)
● Understanding entrepreneurial mindset and skills (creativity, decision making, risktaking
behaviour, networking) and entrepreneurship in different contexts (eg. Social, Cooperative,
Commercial, Public, Not for Profit organisations) (Ref. B1)
● Case studies of some successful innovations/start-ups – Different group can be given a
different Case Study and the groups can have a discussion on same (Ref. Suggestive Case
Studies A)
(15 practical hours)
Unit II: Ideation
● Identifying a specific problem through observation, contemplation, networking and
research (Ref. B2)
● Generating ideas for problem solving using mind mapping, brainstorming, focus groups,
idea generation tool kit (SCAMPER) (Ref. B1)
● Learning through failures of others – case studies of some ventures that could not sustain
– Different group can be given a different Case Study and the groups can have a discussion
on same (Ref. Suggestive Case Studies B)
(15 practical hours)
Unit III: Understanding the business
● Building a business plan using the lean canvas model (Ref. OR2)
● Understanding customers/stakeholders and evaluating the business plan through
survey/questionnaire/interview/secondary research (Ref. B1 and B2)
● Designing, prototyping and iteration (Ref. B2)
● Networking and growth strategies (Ref. B3)
● Building and managing organisations (Ref. B3)
● Role of leadership and team based culture (Ref. B3 and OR4)
(20 practical hours)
Unit IV: Venturing Forth
● Financing the innovation: pitching and communicating the idea
● Sources of finance: crowdfunding, venture capital, equity funds, angel investing,
borrowing (including government initiatives, bank and public funded schemes) (Ref. OR5
and OR6)
● Various forms of IPR (patent, copyright, trademark, geographical indication, industrial
design) (Ref. OR7 and OR8)
● Setting and scaling up (Ref. B3)
● Entrepreneurial resilience and ongoing creativity (Ref. B1)
(10 practical hours)

244
Suggested Readings: Books

B1.The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators, Jeff Dyer, Hal
Gregersen, C.M. Christensen, Harvard Business Review Press, 2011

B2. Design Thinking: Business Innovation, Maurício Vianna, Ysmar Vianna, Isabel K. Adler,
Brenda Lucena, Beatriz Russo, MJV Press, 1st Electronic Edition, 2011
(also available at https://cdn2.hubspot.net/hubfs/1701231/Documents/Design_Thinking_-
_The_Book/Design_Thinking_The_Book.pdf)

B3. Contemporary Strategy Analysis: Text and Cases, Robert M Grant, Wiley, 9th
Edition,2016 (Chapter 6 and Chapter 9)

Online Resources

OR1. Discovery, Innovation and Invention


https://www.laits.utexas.edu/~anorman/long/DII.html

OR2. How to create your lean canvas


https://leancanvas_production.s3.amazonaws.com/cms/LeanCanvas.pdf

OR3. Organisational behaviour and human relations, Module 12, Creativity in decision making
https://courses.lumenlearning.com/wm-organizationalbehavior/

OR4. Organisational behaviour and human relations, Module 13, Leadership


https://courses.lumenlearning.com/wm-organizationalbehavior/

OR5. Sources of Funding Innovation and Entrepreneurship


https://www.wipo.int/edocs/pubdocs/en/wipo_pub_gii_2020-chapter4.pdf

OR6. Government Schemes for Startups


https://www.startupindia.gov.in/content/sih/en/government-schemes.html

OR7. Intellectual Property Rights in India


https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachme
nt_data/file/627956/IP-Rights-in-India.pdf

OR8. What is Intellectual Property? WIPO 2020 doi:10.34667/tind.42176


https://www.wipo.int/publications/en/details.jsp?id=4528

Suggestive Case Studies A


1. Amul
2. Goonj
3. Aravind Eye care systems
4. Apple
5. Pixar
6. ISRO
7. Khan Academy
8. Nyka
9. Swiggy

245
10. Sulabh International
11. OYO
12. Mumbai's Dabbawalas
13. Lijjat Papad
14. Jaipur Rugs
15. WOW! Momo
16. Biryani by Kilo

Suggestive Case Studies B


1. Nokia
2. Cafe Coffee Day
3. HMT watches
4. Atlas Cycles
5. Jet Airways
6. Kodak
7. Stayzilla
8. SKS Microfinance IPO
9. Satyam Computers
10. Groupon Inc.

Weekly Plan:

Week I: Understanding the concept and process of creativity; Approaches to understanding


creativity; differentiate between invention and innovation.

Week II: Activity week - Students exploring within themselves the nature of the creative process
in groups (eg. exploring the surroundings for possible problems and challenges that may have
innovative solutions).

Week III: Understanding entrepreneurial mindset and skills (creativity, decision making, risk
taking behaviour, networking) in different contexts through discussion of a case study (may select
one case study from Suggestive Case Studies A).

Weeks IV - IX: Activity Weeks - The class to be split up ideally in groups of 5 – 7 students
each, who will work together for the rest of the semester on identifying a specific problem
and by semester-end present a feasible innovative prototype capable of being funded as a
start-up.

Week IV: To begin with, each group shall identify a problem through observation,contemplation,
brainstorming, networking and research.

Week V: Each group to generate ideas for solving their identified problem using mind mapping,
focus groups, idea generation tool kit (SCAMPER).

Week VI: Each group to critically assess the feasibility of the proposed ideas by learning through
the failures of others – case studies of some ventures that could not sustain (may use a case study
from Suggestive Case Studies B).

Week VII: Each group to build a business plan using the lean canvas model and
survey/questionnaire/interview/secondary research.

246
Week VIII: Each group to design and prototype their proposed business
solution/model/product.

Week IX: The groups evaluate their proposed business plan/model using feedback from
networking. Submission of formal business plan (written) by each group.

Week X: Formulating growth/scaling up strategies; building and managing organisations;


role of leadership and team based culture, entrepreneurial resilience and ongoing creativity.

Week XI: Financing the innovation: pitching and communicating the idea. Sources of
finance: crowdfunding, venture capital, equity funds, angel investing, borrowing (including
government initiatives, bank and public funded schemes)

Week XII: Various forms of IPR (patent, copyright, trademark, geographical indication,
industrialdesign)

Week XIII, XIV and XV: Activity weeks - Submission of final project report (written) and
presentation (oral) by each group, Viva.

Examination scheme and mode:


Evaluation scheme and mode will be as per the guidelines notified by the University of
Delhi.

247

You might also like