MS 102 Technology and Innovation Management Notes are a 59-page unit-wise study book for GGSIPU MBA Semester 2. They cover all 4 official units in 39 topics, with 10 case studies, 6 numbered diagrams, 20 answered short questions and 38 long exam-style questions, mapped to the MBA scheme in force from the 2021-22 academic session.
Written by Prateek Talwar, Founder, Unnati Educations · Checked against the official MBA Scheme and Syllabus 2021-22 onwards, 13 October 2026 · Updated 14 October 2026 · Editorial policy
Scheme: MBA Scheme and Syllabus 2021-22 onwards | Applies to: batches under the MBA scheme w.e.f. the 2021-22 academic session | Verified against: MBA Scheme of Examination & Syllabi, First and Second Semesters, 13 October 2026
MS 102 Technology and Innovation Management at a glance: GGSIPU MBA Sem 2 credits, units and exam pattern
| Code and title | MS 102 (also printed MS-102) · Technology and Innovation Management |
|---|---|
| Course and semester | MBA, Second Semester |
| Category and credits | Core/Open Elective · 3 credits · L 3, no T/P |
| Marks | 100: 25 internal (class test 15, assignments and participation 10) + 75 end-term |
| Applies to | Batches under the MBA scheme w.e.f. the 2021-22 academic session |
| End-term pattern | Paper-setter instructions not printed in the official PDFs |
| Exam duration | 3 hours |
| Units | 4 units, 42 teaching hours (14 + 12 + 10 + 6) |
| Paired lab | None: the Semester 2 scheme lists no lab paper for MS 102 |
| Pass and re-appear rules | Not printed in the MBA scheme; see GGSIPU Ordinance 11 (examinations) |
Unit 1 carries 14 of the 42 hours, a third of the paper; Unit 4 carries only 6. MS 102 sits with eight other GGSIPU MBA Semester 2 papers.
MS 102 Technology and Innovation Management Notes unit-wise: 39 topics, 10 case studies and 6 diagrams across 4 units
These are Technology and Innovation Management notes in English, built on tables and step flows; each unit ends with exam questions and a revision table, and seven pages are in the sample PDF above. Notes for other papers sit under GGSIPU MBA notes.
MS 102 Unit 1: Technology Management
Unit 1 starts with the THIO model (Technoware, Humanware, Infoware, Orgaware) and links technology to national wealth from Adam Smith to Romer. It then covers Foster's S-curve, India's policies from 1958 to the 2020 draft STIP, Freeman's six strategies, absorption and joint ventures such as Maruti Suzuki.
Pages 4 to 21 · 13 sections · Fig 1.1 and 1.2 · 5 short answers, 10 long questions.
| Route | Choose it when | Main risk |
|---|---|---|
| Make (in-house R&D) | The technology is core and the firm has the capability and time | High cost, long time, uncertain result |
| Buy or license | The technology is mature, non-core and speed matters | Dependence on the supplier, little learning |
| Collaborate (alliance or JV) | Cost and risk are high and partners bring complementary skills | Shared control, conflict, know-how leakage |
Quick look: make, buy or collaborate for a new technology (from page 12)
- Route
- Make (in-house R&D)
- Choose it when
- The technology is core and the firm has the capability and time
- Main risk
- High cost, long time, uncertain result
- Route
- Buy or license
- Choose it when
- The technology is mature, non-core and speed matters
- Main risk
- Dependence on the supplier, little learning
- Route
- Collaborate (alliance or JV)
- Choose it when
- Cost and risk are high and partners bring complementary skills
- Main risk
- Shared control, conflict, know-how leakage
MS 102 Unit 2: Innovations Management
Unit 2 separates invention from innovation (Carlson's xerography versus the Xerox 914), then classifies innovation through Schumpeter, the 4Ps, Christensen and Henderson-Clark. Frugal and social innovation use Jaipur Foot and Amul; the models run from Rothwell's five generations to Stage-Gate and concurrent engineering.
Pages 22 to 35 · 9 sections · 5 cases (UPI, Tata Nano, Kodak, Netflix, Aravind) · Fig 2.1 and 2.2 · 5 short answers, 10 long questions.
| Basis | Product innovation | Process innovation |
|---|---|---|
| What changes | What the firm offers | How the firm makes or delivers it |
| Visibility | Visible to customers | Mostly internal |
| Protection | Patents, design rights, brand | Trade secrets, tacit know-how |
Quick look: product innovation versus process innovation (from page 32)
- Basis
- What changes
- Product innovation
- What the firm offers
- Process innovation
- How the firm makes or delivers it
- Basis
- Visibility
- Product innovation
- Visible to customers
- Process innovation
- Mostly internal
- Basis
- Protection
- Product innovation
- Patents, design rights, brand
- Process innovation
- Trade secrets, tacit know-how
MS 102 Unit 3: Change Management
Unit 3 treats change as the people side of technology: Lewin's force field, Nadler-Tushman types, and the ADKAR and Kotter models. Diagnosis uses McKinsey 7S, strategy follows Chin and Benne, and culture draws on Schein and Edmondson.
Pages 36 to 47 · 10 sections · 5 cases (IBM, Fujifilm, Microsoft, SBI YONO, Jio) · Fig 3.1 · 5 short answers, 10 long questions.
| Basis | Culture | Climate |
|---|---|---|
| Meaning | Shared values and assumptions | Shared perceptions of the work environment |
| Depth | Deep, often unconscious | Surface level, observable |
| Change | Slow, long-term | Can change relatively quickly |
Quick look: organisational culture versus climate (from page 42)
- Basis
- Meaning
- Culture
- Shared values and assumptions
- Climate
- Shared perceptions of the work environment
- Basis
- Depth
- Culture
- Deep, often unconscious
- Climate
- Surface level, observable
- Basis
- Change
- Culture
- Slow, long-term
- Climate
- Can change relatively quickly
MS 102 Unit 4: Creative and Lateral Thinking Management
Unit 4 defines creativity as novelty plus usefulness and covers Guilford, Torrance, Wallas and Amabile. It lists eleven myths and Adams's six blocks, teaches the Osborn-Parnes process with SCAMPER and TRIZ, then de Bono's Six Thinking Hats.
Pages 48 to 58 · 7 sections · 13 solved exercises (nine dots, pebble story, 6 puzzles, 5 business tasks) · Fig 4.1 · 5 short answers, 8 long questions.
| Myth | Reality |
|---|---|
| Money motivates creativity | Intrinsic motivation drives it more than bonuses |
| Time pressure fuels creativity | Extreme time pressure usually reduces it |
| Fear forces breakthroughs | People are more creative when they feel safe |
Quick look: four creativity myths and what research shows (from page 50)
- Myth
- Money motivates creativity
- Reality
- Intrinsic motivation drives it more than bonuses
- Myth
- Time pressure fuels creativity
- Reality
- Extreme time pressure usually reduces it
- Myth
- Fear forces breakthroughs
- Reality
- People are more creative when they feel safe
MS 102 exam corner: 20 two-to-five-mark answers and 38 ten-to-fifteen-mark questions by unit
Short questions ("2–5 marks" in the notes) come with full answers; long questions ("10–15 marks") are set as practice, answered from the unit sections.
| Unit | Short answers (2–5 Marks) | Long questions (10–15 Marks) |
|---|---|---|
| 1 Technology Management | 5 | 10 |
| 2 Innovations Management | 5 | 10 |
| 3 Change Management | 5 | 10 |
| 4 Creative and Lateral Thinking | 5 | 8 |
MS 102 exam questions per unit in the notes
- Unit
- 1 Technology Management
- Short answers (2–5 Marks)
- 5
- Long questions (10–15 Marks)
- 10
- Unit
- 2 Innovations Management
- Short answers (2–5 Marks)
- 5
- Long questions (10–15 Marks)
- 10
- Unit
- 3 Change Management
- Short answers (2–5 Marks)
- 5
- Long questions (10–15 Marks)
- 10
- Unit
- 4 Creative and Lateral Thinking
- Short answers (2–5 Marks)
- 5
- Long questions (10–15 Marks)
- 8
One exam-style question per unit, with answer pointers:
- What is absorptive capacity? (Unit 1, page 19) Cohen and Levinthal (1990): recognise, assimilate and apply external knowledge; it depends on prior knowledge, R&D and skilled people.
- Differentiate between invention and innovation. (Unit 2, page 33) Innovation = Invention + Commercialisation, with the Carlson and Xerox 914 example.
- What is force field analysis? (Unit 3, page 46) Lewin (1951): driving versus restraining forces; reducing restraining forces usually works better.
- What are the stages of the creative process? (Unit 4, page 57) Wallas (1926): preparation, incubation, illumination, verification.
The MS 102 notes answer 20 short questions and set 38 long exam-style questions across 4 units, plus 10 case studies and 13 solved thinking exercises.
More practice, sorted by unit, sits in the MS 102 important questions.
Exploratory versus normative technological forecasting in technology management: excerpt from page 10 of the MS 102 notes
Excerpt from page 10
Technological forecasting: meaning
Technological forecasting (TF) is the prediction of the future characteristics, timing and impact of useful machines, products, processes and techniques. Ralph Lenz defined it as "the prediction of the invention, characteristics, dimensions or performance of a machine serving some useful purpose". TF does not predict exactly what will be invented; it estimates what is likely, when, and with what probability.
Need for technological forecasting
- To avoid technological surprises and obsolescence.
- To plan R&D investment and long-term capital expenditure.
- To identify new business opportunities and threats early.
- To help governments frame science and technology policy, such as Technology Vision 2035 by TIFAC in India.
- To support product planning, HR planning and skill development.
Types of technological forecasting
| Basis | Exploratory | Normative |
|---|---|---|
| Starting point | Present knowledge and past trends | A desired future goal or need |
| Direction | Present to future: "What is likely to happen?" | Future to present: "What must be done to reach the goal?" |
| Nature | Opportunity-oriented | Mission or need-oriented |
| Methods | Trend extrapolation, growth curves, Delphi, analogy | Relevance trees, morphological analysis, roadmapping |
Exploratory versus normative forecasting (excerpt, page 10)
- Basis
- Starting point
- Exploratory
- Present knowledge and past trends
- Normative
- A desired future goal or need
- Basis
- Direction
- Exploratory
- Present to future: "What is likely to happen?"
- Normative
- Future to present: "What must be done to reach the goal?"
- Basis
- Nature
- Exploratory
- Opportunity-oriented
- Normative
- Mission or need-oriented
- Basis
- Methods
- Exploratory
- Trend extrapolation, growth curves, Delphi, analogy
- Normative
- Relevance trees, morphological analysis, roadmapping
Methods of technological forecasting
The methods fall into four families: intuitive (Delphi, expert opinion, brainstorming), trend-based (trend extrapolation, growth or S-curves, envelope curves), causal or modelling (regression, simulation, system dynamics) and normative (relevance trees, morphology, roadmaps).
Delphi method. Developed at the RAND Corporation in the 1950s and 1960s. A panel of experts answers questionnaires anonymously in several rounds; after each round a summary is shared and the experts revise their views until a consensus forms. It avoids the bandwagon effect and the dominance of senior members, but it is slow and depends on the choice of experts.
Trend extrapolation. Past data on a performance measure is extended into the future, assuming the trend continues. Moore's Law, the doubling of transistors on a chip about every two years, is the classic example. Its weakness: it cannot predict discontinuities.
Growth curves. Logistic curves such as Pearl and Gompertz forecast when a technology will approach its upper limit.
Scenario analysis. Several alternative futures (optimistic, pessimistic, most likely) are built to test strategies; Royal Dutch Shell is known for it.
Analogy. A new technology is forecast from the history of a similar older one, for example comparing EV adoption with the spread of mobile phones.
Do the MS 102 notes cover the full GGSIPU syllabus?
Yes. Every topic in the four official MS 102 units has its own section in the notes; the unit check found no gaps.
| Official unit | Official topics | Where in the notes | Status |
|---|---|---|---|
| Unit I: Technology Management (14 hours) | Wealth of nations; life cycles; S-curve; planning and forecasting; policy; strategy; generation; acquisition and absorption; transfer; exports and JVs; global trends | Sections 1 to 13, pages 4 to 18 | Covered |
| Unit II: Innovations Management (12 hours) | Invention and innovation; types; frugal and social innovation; strategies and models; concurrent engineering; process and product innovation; cases | Sections 1 to 9, pages 22 to 33 | Covered |
| Unit III: Change Management (10 hours) | Nature, forces and types of technological change; diagnosing capability; change process and strategy; culture and climate; innovative organisations; leadership; transformation cases | Sections 1 to 10, pages 36 to 46 | Covered |
| Unit IV: Creative and Lateral Thinking Management (6 hours) | Creative thinking; myths; factors; creative problem solving; lateral thinking with exercises | Sections 1 to 7, pages 48 to 56 | Covered |
Official MS 102 units mapped to the sections and pages of the notes
- Official unit
- Unit I: Technology Management (14 hours)
- Official topics
- Wealth of nations; life cycles; S-curve; planning and forecasting; policy; strategy; generation; acquisition and absorption; transfer; exports and JVs; global trends
- Where in the notes
- Sections 1 to 13, pages 4 to 18
- Status
- Covered
- Official unit
- Unit II: Innovations Management (12 hours)
- Official topics
- Invention and innovation; types; frugal and social innovation; strategies and models; concurrent engineering; process and product innovation; cases
- Where in the notes
- Sections 1 to 9, pages 22 to 33
- Status
- Covered
- Official unit
- Unit III: Change Management (10 hours)
- Official topics
- Nature, forces and types of technological change; diagnosing capability; change process and strategy; culture and climate; innovative organisations; leadership; transformation cases
- Where in the notes
- Sections 1 to 10, pages 36 to 46
- Status
- Covered
- Official unit
- Unit IV: Creative and Lateral Thinking Management (6 hours)
- Official topics
- Creative thinking; myths; factors; creative problem solving; lateral thinking with exercises
- Where in the notes
- Sections 1 to 7, pages 48 to 56
- Status
- Covered
Official source: MBA Scheme and Syllabus 2021-22 onwards (official PDF on ipu.ac.in). The scanned syllabus page heads the change management unit "Unit II" a second time; it is the third unit, and the notes number it Unit III.
Every course in GGSIPU notes is mapped to its official PDF the same way.
Who writes and checks the MS 102 technology and innovation notes?
- Prateek Talwar, author of these notes. Founder, Unnati Educations. Associate Company Secretary (ACS), ICSI, membership no. 58704, since 15 May 2019; B.Com, University of Delhi (School of Open Learning), 2012. Author profile
The 2026-27 edition of these MS 102 Technology and Innovation Management IPU notes follows the MBA scheme in force from 2021-22, where MS 102 is a 3-credit Core/Open Elective in Semester 2. It adds Indian cases such as UPI and SBI YONO. Last updated 14 October 2026; see our editorial policy.
The same team prepares GGSIPU important questions for each course it covers.
MS 102 and the GGSIPU MBA Sem 2 papers it connects to
MS 102 has no lab paper; the full list of MBA papers and their credits is on the GGSIPU MBA syllabus page.
- Unit 3 leadership, resistance and culture → MS 112 Human Resource Management.
- Unit 1 technology strategy → MS 110 Management of Information Systems.
- Unit 2 process innovation and concurrent engineering → MS 108 Sustainable Operations Management.
- Unit 4 creative problem solving → framing a topic for MS 114 Minor Project.
The other Semester 2 papers are MS 104 Financial Management, MS 106 Business Research, MS 116 Professional Skill Development (NUES) and MS-118 MOOC/Open Elective. Unit 2 also feeds MS 207 Entrepreneurship Development & Startup in Semester 3, so keep your GGSIPU MBA Sem 2 Technology and Innovation Management notes.
How to write MS 102 answers: diagram-backed theory answers and Background-to-Lessons case answers
MS 102 has no numericals, so marks depend on structure: a definition with the thinker's name and year, a table or diagram, then an Indian example. The notes' exam tips show where each fits.
Draw the five core diagrams named on the index page: S-curve, Technology Life Cycle, force field, Abernathy-Utterback and nine dots. On the S-curve, label performance against effort, mark three phases and add a second curve for the discontinuity.
Use the case frame. For innovation cases the notes use Background → Innovation type → How it was implemented → Outcome → Lessons, and always name the type (product, process, business model, frugal, social or disruptive). For transformation cases: trigger → type of change → leader's role → change strategy → culture change → results → lessons.
Open long answers with a definition plus its source, such as the US National Research Council (1987) for management of technology or Moran and Brightman (2001) for change management, then a comparison table from the notes, for example sequential versus concurrent engineering.
Connect models. A change-strategy answer should join Chin and Benne (the approach), Kotter and Schlesinger (handling resistance) and Lewin or Kotter (the steps). For the creativity myths question, write Myth and Reality in two columns, credit Teresa Amabile, and give 6 to 8 myths.
Worked example: a short case on UPI. Background: NPCI launched it in 2016 for instant bank transfers. Type: platform and process innovation. Implementation: apps such as PhonePe and BHIM compete on one open system. Outcome: the largest real-time payment system by volume. Lessons: open design, low cost, public-private collaboration.
A common slip is to define innovation without the commercialisation step; the notes make "Innovation = Invention + Commercialisation" the key point, so put it in your first line. Practise this format on GGSIPU MBA important questions.
MS 102 technology and innovation notes FAQs
How do I get the full MS 102 notes?
Message us on WhatsApp at 9899436384 using the Get Full Notes button. The full MS 102 notes come as a 59-page printed book covering all four units; they are not sold as a PDF. Our desk confirms the order and dispatch details in the chat, and the sample PDF in the page header shows seven pages first.
What is the passing mark in MS 102 Technology and Innovation Management?
MS 102 is marked out of 100: 25 internal and 75 end-term, as the MBA scheme sets for every theory course. The scheme we checked does not print a pass percentage, so we do not state one. End-term minimums, the overall pass rule and re-appear rules are set by GGSIPU Ordinance 11, which you can read on ipu.ac.in.
Is MS 102 taught in the first or second semester of the GGSIPU MBA?
MS 102 Technology and Innovation Management is a second-semester paper. In the MBA scheme for the 2021-22 academic session onwards, it is listed first in the Semester 2 table as a Core/Open Elective with L 3 and 3 credits. Semester 1 papers carry odd codes such as MS 101, and Semester 2 papers even codes up to MS-118.
Which MS 102 unit is the longest in the notes?
Unit 1, Technology Management, is the longest MS 102 unit, running from page 4 to page 21 with 13 sections and two figures. That matches the syllabus, which gives it 14 of the 42 teaching hours. Unit 4 is the shortest at 6 hours, and its 13 solved puzzles and exercises make it quick to revise.
Do the MS 102 notes give answers to the long questions?
The MS 102 notes answer all 20 short questions in full. The 38 long questions are set as practice at the end of each unit, and each maps to sections of that unit. For example, the Rothwell five-generations question is answered by the table on page 28, and the Chin and Benne question by page 41.
Which diagrams should I practise for the MS 102 exam?
The MS 102 notes name five diagrams to practise: the S-curve of technology evolution, the Technology Life Cycle, Lewin's force field, the Abernathy-Utterback model and the nine dots puzzle. Each has a numbered figure in the notes, from Fig 1.1 to Fig 4.1. Draw each one at least twice from memory before the end-term exam.
Get the full MS 102 Technology and Innovation Management Notes on WhatsApp
| Unit | Pages | Short answers + long questions |
|---|---|---|
| 1 Technology Management | 18 (pages 4 to 21) | 5 + 10 |
| 2 Innovations Management | 14 (pages 22 to 35) | 5 + 10 |
| 3 Change Management | 12 (pages 36 to 47) | 5 + 10 |
| 4 Creative and Lateral Thinking Management | 11 (pages 48 to 58) | 5 + 8 |
Pages and exam material per unit in the full MS 102 book
- Pages
- 18 (pages 4 to 21)
- Short answers + long questions
- 5 + 10
- Pages
- 14 (pages 22 to 35)
- Short answers + long questions
- 5 + 10
- Pages
- 12 (pages 36 to 47)
- Short answers + long questions
- 5 + 10
- Pages
- 11 (pages 48 to 58)
- Short answers + long questions
- 5 + 8
The full MS 102 Technology and Innovation Management Notes come as a printed book only, not a PDF: 59 pages, 39 topics, 10 case studies, 6 figures and 4 revision tables.
Get the full MS 102 notes book on WhatsApp (4 units, 59 pages)
Unnati Educations is an independent education provider based in Vikaspuri, Delhi. We are not affiliated with, authorised by, or endorsed by Guru Gobind Singh Indraprastha University (GGSIPU). 'GGSIPU' and 'IPU' are used only to describe the syllabus our notes follow. For official information, visit ipu.ac.in.
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