Robert Wolcott
Robert Wolcott

MARKETING; INNOVATION & ENTREPRENEURSHIP
Senior Lecturer of Innovation & Entrepreneurship
Co-Founder and Executive Director, Kellogg Innovation Network

Print Overview
Robert Wolcott is the Co-Founder & Executive Director of the Kellogg Innovation Network (KIN) and a Senior Lecturer of Entrepreneurship & Innovation at the Kellogg School of Management, Northwestern University. He teaches corporate innovation and entrepreneurship for Kellogg in Evanston, Miami and Hong Kong (with HKUST). Formerly a Visiting Professor at the Keio Business School (Tokyo, Japan) a member of the advisory boards for the Nordic Innovation Center, Nordic Council, Oslo, Norway, the Global Technology Council of Kraft Foods, Inc. and the Innovation Accelerator for GE Corporate.

His book with Dr. Michael Lippitz, Grow From Within: Mastering Corporate Entrepreneurship and Innovation (McGraw-Hill, 2010) shares over a decade of research into how established companies create innovation for business value and has since been published in Chinese and Japanese. Wolcott’s work has appeared in MIT Sloan Management Review, The Wall Street Journal, Advertising Age, BusinessWeek, The Financial Times (European Edition), The New York Times, The Peking University Business Review and a variety of publications worldwide. He is a frequent speaker at events worldwide.

In 2003, Wolcott co-founded the Kellogg Innovation Network (KIN). The KIN’s annual summit, KIN Global, takes place in late May and includes leaders from around the world from business, government, academia, non-profits and the arts who collaborate around issues of significance for their organizations and for humanity. www.kinglobal.org

Wolcott also co-founded and serves as Partner with Clareo Partners LLC, a growth strategy and innovation management consultancy (www.clareopartners.com). Subsidiary Clareo Capital owns equity in start-ups including: crowdfunding leader, IndiGogo.com; emerging market student loan innovator, Lumni; healthcare software providers ClearCare Online and SA Ignite; among others.

Wolcott received a BA, European and Chinese History; and an MS and Ph.D., Industrial Engineering & Management Science, Northwestern University, Evanston, Illinois. He and his wife, Ada Yung, have two daughters, Jolie and Sage, and reside in Chicago, Illinois.

Areas of Expertise
Corporate Entrepreneurship
Entrepreneurship
Globalization
Innovation
Innovation in Non-Profits
Small Business Management
Print Vita
Education
PhD, 2001, Industrial Engineering & Management Science, Northwestern University
MS, 1997, Industrial Engineering & Management Science, Northwestern University
BA, 1991, European History, Northwestern University

 
Print Research
Articles
Kotler, PhilipRobert C. Wolcott and Suj Chandrasekhar. 2009. Playing Well with Others. Executive Adviser. June 22, 2009
Wolcott, Robert C. and Michael J. Lippitz. 2007. The Four Models of Corporate Entrepreneurship. MIT Sloan Management Review. 49(1): 75-82.
Wolcott, Robert C. and Mohanbir Sawhney. 2007. Eight Innovation Myths. Peking University Business Review. 37
Sawhney, MohanbirRobert C. Wolcott and Inigo Arroniz. 2006. The 12 Different Ways for Companies to Innovate. MIT Sloan Management Review. 47(3): 75-81.
Sawhney, Mohanbir and Robert C. Wolcott. 2004. The Seven Myths of Innovation. Financial Times.
Book Chapters
Rogers, P. Clint, Jason Fairbourne and Robert C. Wolcott. 2011. "The Diffusion of Innovations through Microfranchising." In Microfranchising, edited by Nicolas Sireau, 35–49. Sheffield, UK: Greenleaf Publishing.
Conley, James Gerard and Robert C. Wolcott. 2006. "Scaling from Prototype to Production: A Managed Process for Commercial Offerings." In Scale-up in Education: Ideas in Principle, edited by Barbara Schneider and Sarah-Kathryn McDonald, vol. 1, 103-122. Lanham, MD: Rowman & Littlefield.
Other
Wolcott, Robert C. and Jorn Bang Andersen. "Creating a Culture of Innovation." The Human Factor, June 16-July 17, 2010.
Books
Wolcott, Robert C. and Michael J. Lippitz. 2010. Grow From Within: Mastering Corporate Entrepreneurship and Innovation. New York: McGraw-Hill.
Cases
Wolcott, Robert C., Alex Hurd and Stephanie Wolcott. 2011. The Cambodian National HIV/AIDS Program: Successful Scale-Up through Innovation. Case 5-311-502 (KEL606).
Wolcott, Robert C. and Michael J Lippitz. 2008. From Low Cost to Global Leadership: Computime Leads Through Innovation. Case 5-208-254 (KEL340).
Wolcott, Robert C.. 2007. PTC: Launching an Entirely New Product Platform. Case 5-405-752 (KEL316).
Wolcott, Robert C. and Michael J Lippitz. 2007. BP's Office of the Chief Technology Officer: Driving Open Innovation through an Advocate Team. Case 5-407-752 (KEL366).
Wolcott, Robert C. and Michael J Lippitz. 2007. Innovation in Government: U.S. Department of Defense. Case 5-207-251 (KEL346).
Wolcott, Robert C.. 2006. Wawa: Building a New Business within an Established Firm TN. Case 5-306-505 (KEL240).
Conley, James GerardRobert C. Wolcott and Eric Wong. 2006. AstraZeneca, Prilosec, and Nexium: Marketing Challenges in the Launch of a Second-Generation Drug. Case 5-404-775 (KEL336).
Conley, James GerardRobert C. Wolcott and Eric Wong. 2006. AstraZeneca, Prilosec, and Nexium: Strategic Challenges in the Launch of a Second-Generation Drug. Case 5-404-752 (KEL334).
Sawhney, Mohanbir and Robert C. Wolcott. 2006. Thomson Financial: Building a Customer-Centric Firm. Case 5-405-753 (KEL237).
Conley, James GerardRobert C. Wolcott and Eric Wong. 2006. AstraZeneca, Prilosec, and Nexium: Case Supplement. Case 5-404-753 (KEL335).

 
Print Teaching
Full-Time / Part-Time MBA
Corporate Innovation and New Ventures (KIEI-903-0)

Formerly ENTR-903-0

The terms “entrepreneurship” and “innovation” often evoke images of a startup in a garage. But what about the game-changing innovation generated by large, established corporations? Now more than ever, large organizations are focusing on innovation as the key to their growth and prosperity. In some instances, it is critical for their very survival. These companies are investing in systems and processes to accelerate the pace of innovation—but need their people to step up in order to win in a competitive marketplace.
Corporate Innovation and New Ventures (KIEI-903) addresses the emerging practice of "corporate entrepreneurship," also called "intrapreneurship," broadly defined as the application of entrepreneurial capabilities to the development of new ventures within an existing firm. In 2014 the course was redesigned with enhanced student-experience goals, that would 1) create a more experiential-learning ecosystem, taking students out of the classroom into the realities of the boardroom, 2) curate a unique curriculum through impactful sessions and connections with top executives from multi-national corporations, and 3) consider the entrepreneurial movement as an opportunity and tool to drive innovation and growth in and around large enterprises. With a unique focus on exploring and learning from real companies with real problems, classes provide highly immersive learning opportunities, putting students right in the middle of the “innovation arms race.” By working directly with companies, students are able to roll up their sleeves and sample traditional and entrepreneurial innovation techniques from the perspective of impacting corporate strategy, market-facing initiatives, corporate venturing, startup partnering and new product development.
Student teams work with a “Sponsoring Partner” for the quarter, and are tasked with the creation of innovative ideas around their growth challenge areas, which are presented to the class by the company’s executives. Teams are further tasked with targeting, developing, evaluating, vetting and refining their top idea through a concept development process, culminating in a final project deliverable and formal presentation to company’s leadership team. Previous KIEI-903 Sponsoring Partners have included McDonald’s Corporation, United Healthcare and Procter & Gamble. In addition to the primary team project, students are also exposed to corporate and entrepreneurial innovation processes at a range of multi-national headquarter and corporate innovation center locations, startups, incubators and accelerators. Many classes are held on site, at “KIEI-903 Organization Partner” locations, where students interact with management, through thematic discussions, debates and workshops, about the current market opportunities and growth challenges they are pursuing. Organization Partners, where classes have been previously held include United Airlines, Whirlpool, PepsiCo, Accenture, Leo Burnett, Target, AKTA, TechNexus and1871.
All readings will be included in the course pack. Current details and updates about the class experience can be reviewed here.



KIN Challenge (KIEI-920-0)
KIN Challenge provides a unique opportunity for Kellogg MBA students to tackle big, meaningful challenges with people making change happen in the world. This course is customized to the teams and challenges posed by Kellogg Innovation Network (KIN) keynoters. Students progress through a competitive process consisting of an application, semi-final interviews with a KIN panel of judges, and selection as one of the 3 or 4 teams. Finalist teams present at KIN Global 2015. The course is heavily experiential, as each team works on a real challenge posed by a KIN Global delegate or keynote speaker. This year, for instance, the three teams are working with GOV John Hickenlooper of Colorado, Esther Dyson and Ann Hand.
“This course is customized to the teams and challenges posed by our KIN keynoters, but at heart focuses on mobilizing a select group of Kellogg students to tackle big, meaningful challenges with people making change happen in the world."
This course is by Application Only.

Executive MBA
Innovation Strategy & Management (MGMTX-450-0)
The course will focus on innovation within business entities, from the typical technology and product innovation programs, to broader, process, marketing and other forms of innovation. The course will address innovation as a holistic strategic management imperative not limited to Research & Development or New Product Development. While the course will provide a theoretical foundation, the focus will be on real world issues, products and systems.