Intrapreneurship and Innovation Process


PGE 3A - Entrepreneurship (ENT)
Stratégie et changement
Contact hours
15 H
Number of spots
Open to visitors

Pedagogical contribution of the course to the program

LEARNING GOAL 1 : Students will master state-of-the-art knowledge and tools in management fields in general, as well as in areas specific to the specialized field of management.

Students will identify a business organization’s operational and managerial challenges in a complex and evolving environment.
Students will understand state-of-the-art management concepts and tools and use them appropriately.
Students will implement appropriate methodologies to develop appropriate solutions for business issues.
LEARNING GOAL 2 : Students will develop advanced-level managerial skills.
Students will work collaboratively in a team.
Students will participate in a decision-making process in a critical way.
Students will communicate ideas effectively, both orally and in writing, in a business context.
LEARNING GOAL 3 : Students will demonstrate their understanding of practices reflecting ethical, diversity and sustainable development values in business organizations.
Students will identify and analyze issues relating to diversity, ethics and sustainable development in their business context.
LEARNING GOAL 4: Students will study and work effectively in a multicultural and international environment.
Students will demonstrate written and oral competency in two foreign languages.
Students will analyze business organizations and problems in a multicultural and international environment


Interpreneurship & Innovation How to be Entrepreneur in a global organisation. How to develop a Strategic concept for the business. Centric consumer Innovation : Choiceful Strategy, Goals , Where to play , How to win : Stage gate, Enabling Structure , Organisation Continuous Improvement in Innovation Long term Innovation

Teaching methods


- Lectures

In group

- Exercises
- Oral presentations
- Case studies/texts


- Discussions/debates


No items in this list have been checked.

Learning objectives

Cognitive domain

Upon completion of this course, students should be able to
  • - (level 1) Identify original entrepreneurship situations
  • - (level 1) define entrepreneurial skills
  • - (level 2) Recognize reasons behind examples of entrepreneurship all over the world.
  • - (level 2) Describe continuous improvement in Innovation
  • - (level 3) Illustrate a long term sustainable innovation
  • - (level 4) Analyze A stage gate process
  • - (level 5) Formulate an innovation strategy

Affective domain

Upon completion of this course, students should be able to
None affective domain have been associated with this course yet


As is the practice at Harvard and at an increasing number of universities, pedagogical methodology relies heavily on the analysis of case studies. These will encourage the practical application of the theoretical material presented during lectures. That which is internalised becomes knowledge, never forgotten. Questions from students will be encouraged, making this an inter-active learning experience.

No prerequisite has been provided

Knowledge in / Key concepts to master

Strategic management
Basic concepts in management and organization behavior

Teaching material

Mandatory tools for the course

No items in this list have been checked.

Documents in all formats

- Newspaper articles
- Case studies/texts

Moodle platform

No items in this list have been checked.


No items in this list have been checked.

Additional electronic platforms

No items in this list have been checked.

Recommended reading

Module Theme Readings Afuah A. (2003), Innovation Management, Oxford University Press. Freeman C. et Soete L. (1997), The economics of industrial innovation, 3ième éd. London, Pinter. Schilling M. (2003), Strategic Management of Technological Innovation, McGraw-Hill. Tidd J., Bessant J. et Pavitt K. (1997), Managing innovation: integrating technological market and organizational change, john Wiley and sons. Teece D., (2000), Managing intellectual capital, Oxford University Press. Chesbrough (2003), Open innovation: The new imperative for creating and profiting from technology, Harvard Business School Press, Boston. Christensen C. M. (1997), The innovator’s dilemma, Harvard business school press. A.G Lafley , Ram Charan (2008), The Game Changer. How you can drive revenue and profit Growth with innovation. Crown Business , New york Corporate Entrepreneurship (2005), building an Entrepreneurial Organisation , Palgrave macmilan John Kotter ( 2015) Conduitre le changement , Pearson Thomas Loilier & Alberic Tellier (2013), Gestion de l’innovation, Comprendre le processus d’innovation pour le piloter , editions EMS Philippe Silberzahn ( 2015) , Relevez le défi de l’innovation de rupture.Pearson Claus Sehested & Henrik Sonnenberg ( 2011) Lean Innovation , A fast Path from knowledge to value . Springer Gary Hammel (2000) , La revolution en Tête, Village mondial Jim Collins (2001) , Good to Great , HarperCollins

No reading material has been provided.

EM Research: Be sure to mobilize at least one resource

Textbooks, case studies, translated material, etc. can be entered
Research project with Marie-Hélène Broihane (LARGE) Research project with Gilles Lambert in entrepreneurship.


List of assessment methods

Final evaluationLast class
Written and oral (20 Min.) / Group / English / Weight : 80 %
This evaluation is used to measure LO1.1, LO1.2, LO1.3, LO2.2, LO2.3, LO4.1, LO4.2
No assessment methods have been attributed to this course yet.