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

Développer un management à impact grâce aux connaissances et aux outils les plus récents dans les domaines du management

Developing a strategic and managerial vision in a complex, uncertain and changing environment
Evaluate sustainable managerial practices using managerial concepts and instruments as well as digital tools

Développer des compétences managériales de niveau avancé se traduisant par un leadership responsable

Co-build a managerial and organizational culture through collaborations and team projects
Effectively argue his ideas orally and in writing with a professional posture
Adopt a responsible leadership posture by being an actor in its own development and that of its teams

Mettre en place un management responsable par des pratiques reflétant les valeurs d’éthique, de diversité et de développement durable

Critically assess issues related to diversity, ethics and sustainability in the context of their professional practice

Pratiquer un management à impact dans un environnement multiculturel et international, porté par un "European mindset"

Formulate solutions to organizational challenges in a multicultural and international context, driven by a "European mindset"


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

Intermediate assessment / continuous assessment 1Other (date, pop quiz, etc.) : à mi-parcours
Written and oral (30 Min.) / Individual / English / Weight : 30 %
Details : cas individuel à présenter
This evaluation is used to measure ILO1.1-PGE, ILO2.3-PGE
Final evaluationLast class
Written and oral (30 Min.) / Group / English / Weight : 70 %
Details : cas d'équipe à présenter
This evaluation is used to measure ILO1.1-PGE, ILO2.1-PGE, ILO2.3-PGE
No assessment methods have been attributed to this course yet.