Cambridge: Judge Business School Executive Education Immersion in Innovation

Our suite of innovation programmes is specifically designed to enable innovation capabilities across many different areas of an organisation.

Whether this is managing innovation, unleashing innovation and creativity internally, learning how to blend corporate and entrepreneurial innovation, understanding and implementing new business models, or exploring service design and innovation, Cambridge innovation programmes will help participants to elevate innovation to become a core capability within an organisation.

Programme schedule -

13 January'19
14 January'19
15 January'19
16 January'19
17 January'19
Arrival & Settling down at Cambridge Welcome Session | Managing Innovation Strategically - I Digital Innovation & Transformation Managing Innovation Strategically - III Managing Innovation Strategically - IV
Lunch Lunch Lunch Lunch
Walking Tour at the University of Cambridge & Punting Managing Innovation Strategically - II Visiting Silicon Fen - ARM, Gaming & Fintech Digital Innovation & Transformation - Practical Workshop for Group Innovation Project Pitching Group Innovation Projects | Action Planning
Case Reading & Preparation Case Reading & Preparation Case Reading & Preparation Gala Dinner at Cambridge College
Depart for Bengaluru, India

Guided Walking Tour of Cambridge, visiting Cambridge Colleges & Punting

There will be a brief guided tour of Cambridge and visiting one or two colleges depending on the time. Finally, the day ends Punting on the River Cam which is one of the most traditional activities of Cambridge University

Welcome and Introduction to the Programme:

This session will introduce the programme structure, processes and key themes.

Managing Innovation Strategically I:

This session will introduce a definition of innovation as well as looks at typologies of innovation. The session will also look at the differences in innovation in developed versus emerging market. It will go on to look at the challenges that innovation poses to (especially existing successful companies) and how to build a culture of innovation within firms.

Managing Innovation Strategically II:

This session will look at the challenges of managing innovation in networks and ecosystems. Disruptive innovation poses a dilemma for incumbent firms versus new entrants. Incumbents may want to ride the wave of destruction but also tend to be reluctant to relinquish their advantage. New entrants have to seek the support of the very incumbent firms that stand to be “disrupted” by their innovations. In such situations, an emphasis on the disruptive potential of innovations may backfire by alienating ecosystem incumbents whose support the new entrant may need. What does an ecosystem lens bring to understanding innovation? The intent of the session is to provide participants with research ideas, theoretical insights from research on disruptive innovations.

Digital Innovation & Transformation:

This session will look at developing a vision for digital innovation, re-inventing your strategy and creating value by taking advantage of digital transformations. It will also look at how to transform your organisation & manage resistance to change in embracing digital, as well as effectively digitising business processes to meet challenging customer behaviours.

Digital Innovation & Transformation:

Visit to Silicon Fen (Company Visits). Cambridge is surrounded by science parks, incubators and innovation centres. The Cambridge Cluster or Silicon Fen, is now the most successful technology cluster in Europe and one of the most successful in the world. Many of these businesses have connections to the University of Cambridge. To date, innovators based at the University and in the wider local community have developed over 1,600 firms employing more than 30,000 people. Collaboration between the University and the private sector continues to influence the growth and prosperity of what is known as the 'Cambridge Phenomenon'. Participants will have an opportunity to visit ARM (the leading Cambridge technology company), a gaming and fintech start-up in the ‘Silicon Valley’ of Cambridge and discuss with the companies how an entrepreneurial ecosystem helps their companies, what does it take to develop a culture of innovation and understanding what it takes to succeed in a disruptive business environment.

Manging Innovation Strategically III:

Increasingly, firms innovate in partnership with other players in their ecosystem, including suppliers, manufacturers, distributors, customers and universities. This session will look at how to develop an open Innovation strategy. It will also look at the role that consumers play in driving innovation and how companies can help encourage consumers to adopt innovations faster.

Digital Innovation & Transformation:

Workshop for Group Innovation Project. This will be a practical session in which participants will form groups of 3-5 and then engage in a creative process of identifying an interesting problem and them developing a solution for this problem which they can pitch to potential investors. The session will involve cycles of divergent thinking (via brainstorming) followed by convergent thinking (via filtering/selection).

Manging Innovations Strategically IV:

This session will serve to bring all the different elements of innovation together in one summary session. It will also look at how firms can grow globally through an understanding of market entry strategies.

Pitching Group Innovation Projects:

In this session groups will present the innovation they developed in Wednesday after lunch to a panel of experts.

Action Planning:

Participants will draw up a final action plan based on the ways in which the course has helped develop their work, the changes they intend to introduce and the strategies they will employ to ensure that such changes are sustained. To facilitate this process, participants will write a letter to themselves outlining 3 things they will do differently vis-à-vis innovation when they return to work the following week.

Final Gala Dinner

To close the programme, one of the traditions of the university is to have a final Gala dinner for the participants at one of the 31 colleges. A guest speaker will be invited to give the final dinner speech and answer questions from the participants during the dinner. University of Cambridge Judge Business School Certificate of Attendance will be handed out at the dinner.

Programme Faculty.

Dr Kishore Sengupta

Reader in Operations Management

Kishore Sengupta’s current research, teaching and consulting activities are focused on managing complex projects, managing complexity in organizations, and managing innovation in networks. Before joining Judge Business School, he held faculty positions at INSEAD, Fontainebleau, France (2000-2014), the Naval Postgraduate School, Monterey, California, USA (-1989-2000), and the Hong Kong University of Science and Technology (1996-1998). He has also worked at the AT&T Network Software Center (now Alcatel-Lucent) and Ernst and Young. His responsibilities have included serving as advisor on complex projects with large organizations, NASA, and the U.S. Government Department of Defense. Dr. Sengupta’s consulting activities involve organizations in USA, Asia and Europe. Dr. Sengupta’s published work in the academic and business literatures includes a widely acclaimed article in the Harvard Business Review (February 2008) on how managers fail to learn from experience. The accompanying podcast is one of the most-downloaded in INSEAD’s history ( His research has been highlighted in the Wall Street Journal ( Sengupta has extensive experience in the design and delivery of executive education programs, and teaches in the flagship programs of Judge Business School.

Professor Jaideep Prabhu

Jawaharlal Nehru Professor of Indian Business & Enterprise; Joint Academic Programme Director

Jaideep Prabhu is Jawaharlal Nehru Professor of Indian Business and Enterprise, and Director of the Centre for India & Global Business at Judge Business School, University of Cambridge. His research interests are in marketing, innovation, strategy and international business. His current research is mainly on how multinationals are using emerging markets like India as a lab to do affordable and sustainable innovation for global application. He has published in and is on the editorial board of leading international journals such as the Journal of Marketing and the International Journal of Research in Marketing. He has appeared on BBC News24, BBC Radio 4 and Bloomberg BusinessWeek, and his work has been profiled in BusinessWeek, BBC World Service, The Economic Times, The Economist, The Financial Times, Le Monde, MIT Sloan Management Review, The New York Times, The Sunday Times and The Times.

He is the co-author of Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth, described by The Economist as “the most comprehensive book yet” on the subject of frugal innovation, and a number 1 business bestseller in India.

Professor Christoph Loch

Director of Cambridge Judge Business School
Professor of Management Studies

Director of the INSEAD Israel Research Center (2008-2011) and Dean of the PhD Programme (Sep 2006-Aug 2009), INSEAD, Fontainebleau, France. Associate (client consulting team member), McKinsey & Company, San Francisco, USA, and Munich, Germany (Oct 1991-Dec 1993). Strategic Analyst (competitor and industry analyses), Siemens AG, Munich, Germany (Summers 1986-1989). Lecturer (evening MBA course on Management Science and undergraduate course in Operations Management), University of Tennessee, Knoxville, USA (Jan-Jul 1987). Non-executive Director of educational software start-up company Prendo (2000-present). Professor Loch has been the Chairman of the Behavioral Operations Management section of INFORMS (2008-2010), Department Editor for both Management Science (R&D and Innovation department) (2004-2009) and Production and Operations Management (2003-2007, and the special issue on behavioural operations management in 2011), and Associate Editor of Management Science, (2000-2004, 2009-2011), Manufacturing and Service Operations Management (M&SOM) (2003-2011) and Operations Research (1998-2004).

Prior to joining the School, Professor Loch was the GlaxoSmithKline Chaired Professor of Corporate Innovation (2006-2011), Professor of Technology and Operations Management (2001-2011) and Assistant and Associate Professor (1994-2001) at INSEAD, Fontainebleau, France. From 2009 to 2010 he was Visiting Professor of Operations Management at the Stockholm School of Economics in Sweden, and in 2002 and 2003 was Visiting Professor in the Information Dynamics Lab at Hewlett Packard Labs in Palo Alto, California.

Professor Stelios Kavadias

Margaret Thatcher Professor of Enterprise Studies in Innovation & Growth
Director of Research

Professor Kavadias serves as an Associate Editor for Management Science's Entrepreneurship and Innovation department, and as the Department Editor for the R&D, New Product Development and Project Management department of Production and Operations Management. At Georgia Tech's Huang Executive Education Center he regularly contributed to open enrolment and custom executive programmes on innovation and project management, and was the Academic Director of their GE Energy PLMP programme. He has authored several case studies through close collaboration with major firms across multiple industries. Professor Kavadias was the Steven A. Denning Professor of Technology & Management, as well as an Associate Professor of Operations Management, at the College of Management at Georgia Tech. He has also been a Batten Fellow at the Batten Institute of Innovation and Entrepreneurship at the Darden School of Business.

Stelios’ particular research interests lie in the effectiveness of new product development (NPD) decisions with a particular focus on the decisions that concern:

  • the strategy implementation through the appropriate resource allocation rules and the definition of the "right" portfolio of new projects and products;
  • the R&D ideation, search and experimentation process both at a firm level and the project team level;
  • the effects of the organisational design and the associated incentive schemes on the product development outcome. At a broader level, seeking to understand the challenges that arise during the planning and execution phases of the innovation process, always with an operational/managerial perspective.