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Innovation is one of the most used — and most misunderstood — words in management. Many organizations assume it simply means new products or cutting-edge technology, but the reality is far broader, spanning processes, services, business models, and even organizational purpose. This course gives you a structured, practical understanding of how organizations generate, select, implement, and sustain innovation over time. We will use the Innovation Pentathlon Framework, developed by Keith Goffin and Rick Mitchell of Cranfield School of Management, as our guiding structure throughout. The analogy is a simple but powerful one: just as an Olympic pentathlete cannot win by excelling at only one event, a company cannot succeed at innovation by excelling at only one dimension of it. The five areas we will explore in depth are strategy, idea generation, idea selection, implementation, and culture. Along the way, we will combine theory with applied tools — including the Kano model, technology S-curves, Stage-Gate processes, and the Business Model Canvas — alongside real company case studies ranging from Gillette and Rolls-Royce to Singapore Airlines, IKEA, and Patagonia. The course deliberately covers both manufacturing and service contexts, as well as public-sector and not-for-profit settings, since the logic of innovation shifts considerably across these environments. Over the fifteen weeks ahead, you will build the ability to analyze, evaluate, and ultimately apply this framework to a real organization through a group innovation audit project. By the end, the goal is not simply to understand innovation theory, but to be equipped with the tools and critical thinking of someone who can actively manage innovation in practice.