Search results: 2296
MBB7058M-2023-24-T23-FEB MBB7058M | Executive Professional Development through Reflective Practice | 2023-24 T23 (Group FEB)
- Enrolled students: 4
MBB7058M-2024-25-T12-NOV MBB7058M (NOV) | Executive Professional Development through Reflective Practice | 2024-25 T12 (Group NOV)
- Enrolled students: 6
MBB7058M-2024-25-T23-FEB MBB7058M (FEB) | Executive Professional Development through Reflective Practice | 2024-25 T23 (Group FEB)
- Enrolled students: 11
MBB7058M-2025-26-T12-NOV MBB7058M (NOV 25) Executive Professional Development through Reflective Practice | 2025-26 T12 (Group NOV)
- Enrolled students: 39
MBB7058M-2025-26-T23-FEB MBB7058M (FEB 26) Executive Professional Development through Reflective Practice | 2025-26 T23 (Group FEB)
- Enrolled students: 5
MBB7060M-2022-23-T1-LDN MBB7060M | Leading Innovation and Cultural Change | 2022-23 T1 (Group LDN)
“Innovation is perhaps the most essential and perhaps, the most fragile, competency that a company can have” (Peter Druker). Businesses that fail to innovate, invariably and inevitably, fail. Innovation is a great driver of change and as such, it must a core competency of any great organisation and prevalent to the culture of the organisation and its leadership.
Apple, L’Oréal, Microsoft, Starbucks, Tesla, Amazon, Tencent occupy different industries and present different values to their markets, investors, and customers. Yet these companies all share two characteristics: (1) the ability to innovate, and (2) the ability to change, and the reason that they are on the Forbes’ 2022 list of the world’s most innovative companies https://www.forbes.com/special-features/innovative-companies-list.html
MBB7060M is a course about how firms go about creating, managing, implementing and leading innovation and change. In this course, we take a broad perspective of innovation and how to best organize and operationalise innovation to achieve strategic and monetary advances. We will discuss a spectrum of innovation and change concepts and factors for successful change management.
Specifically, we will aim to ask and address some of the imperative questions related to innovation, such as:
(1) What is creativity and innovation?
(2) How is innovation best created and achieved in a company?
(3) Under what conditions should innovation be attempted?
(4) Why do so many innovation projects fail?
(5) How do co-opetition and collaboration affect innovation?
(6) What are the sources of innovation?
(7) How do organisations create and sustain innovative teams?
(8) How is innovation best measured?
(9) What types of organizational structures are best aligned with high-performance innovation?
(10) How do emergent, incremental, continuous, disruptive, and destructive innovation differ?
- Enrolled students: 207
MBB7060M-SepJan2023/24-T1-LDN SepJan2023/24 | MBB7060M | Leading Innovation and Cultural Change | T1 (Group LDN)
“Innovation is perhaps the most essential and perhaps, the most fragile, competency that a company can have” (Peter Druker). Businesses that fail to innovate, invariably and inevitably, fail. Innovation is a great driver of change and as such, it must a core competency of any great organisation and prevalent to the culture of the organisation and its leadership.
Apple, L’Oréal, Microsoft, Starbucks, Tesla, Amazon, Tencent occupy different industries and present different values to their markets, investors, and customers. Yet these companies all share two characteristics: (1) the ability to innovate, and (2) the ability to change, and the reason that they are on the Forbes’ 2022 list of the world’s most innovative companies https://www.forbes.com/special-features/innovative-companies-list.html
MBB7060M is a course about how firms go about creating, managing, implementing and leading innovation and change. In this course, we take a broad perspective of innovation and how to best organize and operationalise innovation to achieve strategic and monetary advances. We will discuss a spectrum of innovation and change concepts and factors for successful change management.
Specifically, we will aim to ask and address some of the imperative questions related to innovation, such as:
(1) What is creativity and innovation?
(2) How is innovation best created and achieved in a company?
(3) Under what conditions should innovation be attempted?
(4) Why do so many innovation projects fail?
(5) How do co-opetition and collaboration affect innovation?
(6) What are the sources of innovation?
(7) How do organisations create and sustain innovative teams?
(8) How is innovation best measured?
(9) What types of organizational structures are best aligned with high-performance innovation?
(10) How do emergent, incremental, continuous, disruptive, and destructive innovation differ?
- Enrolled students: 579
MBB7061M-2022-23-T1-LDN MBB7061M | Business Development and Value Creation | 2022-23 T1 (Group LDN)
Module Aims
In this context, the learners will peruse the Entrepreneur or Business developer approach to think and reflect to create value for the stakeholders. To achieve this practical approach the module will use a combination of critical discussions, case studies, presentations, desk research, and teamwork, in which deep participation of students will be required and expected.
Upon successful completion of the module, students will be able to achieve the learning outcomes given below.
LO-1. A critical view of business models and therefore companies’ performance
LO-2. Hands-on experience in creating business plans
LO-3. A critical understanding of how different factors and decisions affect companies’ performance
LO-4. The ability to reflect on their own previous experience and
The skills to think strategically- Enrolled students: 129
MBH7002M-2020-21-T1-A MBH7002M | Managing Employee Performance and Reward in a Competitive Environment | 2020-21 T1 (Group A)
Module Title: Managing Employee Performance and Reward in a Competitive Environment
This module investigates the impact of performance management not only in contributing and improving individual, team and organisational performance, but also argues that performance management supports key human resource activities of human capital management, enhancing levels of engagement, talent management, learning and reward. In addition, the module critically examines how the use of reward processes improve organisational, team and individual performance. The central theme of this module is that Reward Management delivers performance and enables the organisation to attract talented workforce.
After completing this module students should be able to:
- Critically deconstruct the key concepts, theories and literature around: reward systems, strategies, policies, factors affecting reward, performance nature and types of reward which drive organisational value in a competitive environment,
- Critically explore the ethical approach to reward and performance management, base pay, job evaluation, grade and pay structure, equal pay,
- Critically evaluate how organisation reward special groups and utilising employees benefits to enhance organisational and individual engagement.
- Enrolled students: There are no students enrolled in this course.
MBH7008M-2020-21-PCP2-APR MBH7008M | Learning, Teaching and Assessment in vocational Higher Education | 2020-21 PCP2 (Group APR)
- Enrolled students: There are no students enrolled in this course.