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Martin Curley

Biography Dr. Martin Curley (Ireland).
Dr. Martin Curley
Dr. Martin Curley

Martin G. Curley Vice President, Intel Labs Director, Intel Labs Europe and Senior Principal Engineer, Intel Corporation

Professor of Technology and Business Innovation, Co-Director, Innovation Value Institute
National University of Ireland, Maynooth

Martin Curley is a vice president at Intel Corporation and director of Intel Labs Europe, the company’s network of more than 40 research labs, development centers and open innovation collaborations spanning the European region. He also serves as a senior principal engineer at Intel Labs Europe, which is charged with helping to advance both Intel research and Europe’s ability to compete in the global society. Curley leads Intel’s research and innovation engagement with the European Commission and the broader European Union research ecosystem. He is also a co-director of the Innovation Value Institute, an industry-academic open innovation consortium that strives to promote structural change in the way companies and governments achieve value through information technology.

Before assuming his current position in 2009, Curley was global director of IT innovation at Intel. Earlier in his Intel career, he held a number of senior IT management and automation positions for Intel in the United States and Europe. Before joining Intel in 1992, he held management and research positions at General Electric in Ireland and at Philips Electronics in the Netherlands.

Curley is the author or co-author of three books on technology management for value, innovation and entrepreneurship and has published multiple papers in the area of IT, entrepreneurship and innovation management. He is a Member of the Royal Irish Academy, fellow of the Institution of Engineers of Ireland, the British Computer Society, the Irish Computer Society and the Irish Academy of Engineering. He currently chairs the European Union Open Innovation Strategy and Policy group, an industry-led group advising on strategic priorities for open and service innovation.

Curley has a bachelor’s degree in electronic engineering and a master’s degree in business studies, both from University College Dublin, Ireland. He earned his Ph.D. in information systems from the National University of Ireland, Maynooth.





Contact details

Dr. Martin Curley
E-mail: martin.g.curley@intel.com  
Website: www.intel.com  


MODULE – Catalysing Systemic Innovation and Managing Information Technology for Value

Objective

The course aims at equipping students with the knowledge and the expertise to introduce a systemic innovation approach in their organizations to significantly increase the return on Innovation.

Equally the course provides a detailed pragmatic value management approach, based on CMM principles with structured improvement paths which will help an organization achieve more value from key resources such as IT.

Short description

Innovation and Value are inextricably linked. This course describes both a systematic approach to Value management based on the principles of Capability maturity models and a systemic approach to Innovation management where Innovation is viewed as a lateral process across an organization and the power of technology, management process and marketing are applied to it to significantly increase the return on Innovation.

Part 1 – Systemic Innovation
Increasingly Innovation and Information Technology are becoming more and more important to the success of enterprises and governments. There is a growing recognition that Innovation should be treated as a lateral process in an organization rather than as a series of serendipitous events. The first part of this module introduces IT Innovation as a new discipline, one where Information Technology is a catalyst for new Innovation and is also an Innovation business resource. Secondly the use of Information Technology to automate, enhance, and transform the Innovation process is described. A strategy for catalysing system Innovation in organizations is explained with examples of key integrated activities and tools which are necessary to achieve a network effect for Innovation in a company. Key measures for return on Innovation as well as an Innovation culture maturity model and assessment tool are introduced.

Part 2 – Managing IT for Business Value
As Information Technology increasingly becomes a higher percentage of Enterprise and Government spending, the time has come to start managing Information Technology as a business resource. The second part of this module focuses on an approach for Managing Information Technology for Business Value and introduces a new IT Business Value Capability Maturity Model which can drive structural change to help organizations get more value from Information Technology. This part of the module explains four integrated and structured strategies and roadmaps to help business and IT executives use Information Technology for competitive advantage. Leveraging the CMM concept from Carnegie Mellon University, this part of the modules shares key best practices and metrics to improve the capability of the organization and achieve business leadership through better management of Information Technology resources. Examples of practices shared include an options based approach to managing speculative investments and value and cost approaches and tools to help optimise the business return from Information Technology.

Part 3 – High Technology Adoption and Innovation Models
This module closes with discussion of principles of high technology adoption and a discussion of innovation diffusion mechanisms within complex global organizations. A radar view of emerging technologies is provided and the opportunity for new usage model creation through the use of these disruptive technologies is discussed. This part of the module also reviews the importance of social networks as a key enabler for Innovation catalyzing and diffusion and discusses the relevance of complex adaptive systems to the Innovation process. Finally Innovation diffusion models and a maturity model for Innovating in international subsidiaries of multinational companies are reviewed.

Core topics

Part 1

  • Systemic Innovation Strategy
  • Innovation maturity model
  • The Art of Innovation
  • Innovation culture self assessment
  • Innovation process management
  • Innovation process automation, enhancement and transformation
  • Innovation metrics
  • Achieving a network effect
  • Improving return on Innovation

Part 2

  • Managing IT for business value
  • Managing the IT budget
  • Managing the IT capability
  • Managing IT like a business
  • Maturity improvement paths
  • Maturity assessment tools
  • Action planning

Part 3

  • Principles of high technology adoption
  • Crossing the chasm
  • Emerging technologies
  • Innovation diffusion models
  • Complex adaptive systems
  • Innovation in multinational subsidiaries

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