Program Content

Part one: Strategic Innovation and Competitiveness

Instructors : Amit Kapoor, Mark Esposito and Olivier Cateura

The Competitiveness course was designed by Professor Michael Porter at the Institute for Strategy and Competitiveness at Harvard University, and developed by a global network of selected universities, to which Grenoble Ecole de Management belongs. The course aims at improving the competitiveness of firms and countries in the global marketplace.

It is a unique program that runs on a shared platform, methodologies and materials, under the guidance of Professor Porter. Since 2010, students of Grenoble Ecole de Management have benefited from this course which is offered in selected schools in 5 continents, simultaneously throughout the year. Several cases have been developed based on different industry clusters, including the Grenoble Nanotechnology and Lyon Biotechnology clusters. The course is also offered for Executives as part of Strategy and Leadership programs.

Learning Objectives

  • To define strategies to improve the competitiveness of enterprises and their location
  • To establish the role of partnerships and create them
  • To learn through the use of case studies of competitive success in different real situations
  • To understand the fundamentals and variables that determine the competitiveness of firms, industries and nations
  • To discriminate relevant levels of competitiveness and the interrelationship between them
  • To identify the characteristics of the business environment in order to enhance productivity, efficiency and social value
  • To decide on the location of greatest potential in the process of internationalization

The course addresses competitiveness at multiple levels – nations, sub-national units such as states or provinces, particular clusters, and certainly firms, where value is ultimately created. Topics include government policy as well as the roles that firms, industry associations, universities, and other institutions play in competitiveness.

In modern competition, each of these institutions has an important and evolving role in economic development. Moreover, the process of creating and sustaining an economic strategy for a nation or region is a daunting challenge. The course explores not only theory and policy but also the organizational structures, institutional structures, and change processes required for sustained improvements in competitiveness.

The learning is action-oriented and emphasizes the assumption of responsibilities in creating the future. The course runs on a dedicated website which will serve as enhanced learning platform, hosting cases, videos and other related activities.

As a complement to the course, a specific session on India’s competitiveness will be delivered by Dr. Amit Kapoor (see bios of instructors). This additional session will be the opportunity to contrast the Grenoble case with an emerging economy prospective on Innovation and Competitiveness. The following topics will be discussed during this session:

  • Corporate Development in India 

    • The rise of the Indian MNCs
    • Corporate development in India
    • Strategies for success in India
  • The Regulatory Landscape

    • The regulatory conundrum in India
    • FDI & regulation
  • Assessing India & Its Regions

    • Session discussing India's status in the world economy
    • Growth of Indian states and regions. 
    • Disparities within states and the growth challenge
    • Positioning of Indian states and regions
  • Urban Sprawl in India

    • The process of urbanization in India
    • The urban infrastructure challenge
    • The growth of tier 2 and tier 3 cities

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Part two: Execution Excellence: The Innovation Challenge

Instructors: Sylvie Blanco, Stephen Walsh and Michele Coletti

Managers are perceived as the weakest link of innovation processes. Sometimes, engaging into innovation might be worse than defending the “zero-innovation”. So, are there other options than becoming “dinosaurs”? Can managers become leaders in innovative environments?

Through this series of sessions and conferences, participants will discuss and experience options for managers to lead innovation and understand implications in terms of organizations, competencies, training… and how to develop a culture of innovation in their environment.

“Innovation Management Game”: KIBIS (Kick Innovation in Business Strategy). The objective is to understand emerging innovation management issues: Business model for innovation, open and networked innovation, ambidextrous organization (entrepreneurial vs corporate models). Participants will be working in teams of top managers and simulate an innovation situation within a company. Each session focuses on a specific managerial activity aimed at supporting innovation.

Session 3 - STRATEGIC OPTIONS

Innovation development options: the compatibility matrix as a tool to define organizational settings.

Session 4 - INNOVATION EXECUTION AND STRATEGIC ACTIONS

Mobilizing resources, planning for learning, experimentation strategies and entrepreneurial teams.

    Session 1 - MANAGERS

    Innovation Killers vs Innovation Drivers?

    Session 2 – VALUE

    From innovation concepts to new business concepts: Enriching Customer Value Proposition from a managerial point of view; assessing the potential value of new business concepts.


      As a conclusion, each team will submit its decision and strategic plan for the innovation at stake. The cases will be based on real innovations, allowing a debriefing session with the management of the company who actually developed (or not) this innovation.

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