TOIM Division Course Listings


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DES7500: Re-Imagining X 3 graduate elective credits Over the past two decades, changes in political, technological and cultural arenas have dramatically increased the need for companies, organizations, and individuals to innovate. In the future, inventing, developing, and implementing new solutions, be they products, processes, services, initiatives, business models, policies or entire organizations, will require at the minimum two sets of skills. First, with many saturated markets and solutions that are only superficially beneficial for users and consumers, a deeper and more empathetic understanding of user needs and aspirations is critical. Second, technological and political developments have made the world a much more interconnected place. People and devices today are much more connected than in the past. Similarly, many problems have grown in complexity, and require involvement of various stakeholder groups and the consideration of how they might be affected. As a result, a systems understanding is the second required skill set. In this course, Human-Centered Design and its recent version Design Thinking, coupled with a System Thinking perspective, will provide the mindset and the tools that participants learn to apply, and with which they will work to invent and develop new opportunities. The course combines reflective reading and case discussions with hands-on in-depth project work for students to learn and develop the relevant skills along with the new opportunities. Prerequisites: None

3.00 credits



MBA7515 Enterprise 2.0 Building Social Networks to Improve Business Performance 3 credit blended elective Meeting Dates: F2F days: September 15th, October 6th and October 20th 8:30 - 4:30PM. The other weeks will be asynchronous, online weeks where there is no specific meeting time. Enterprise 2.0 is the term to describe organizations that use strategies, business practices, and technologies that enable emergent collaboration. Many organizations are now interested in capturing, distributing and applying the knowledge of their employees for business benefit. Also, companies need to keep track of knowledge outside of their corporate walls, for example, understanding market trends and being aware of what customers are saying about their products. Ultimately, the goal of Enterprise 2.0 is to break down traditional information silos and to allow employees and managers to tap into the right expertise when they need it. A major objective of this course is to understand social networks using social network analysis (SNA). SNA is a methodology to analyze the structure of social networks, or the people-to-people connections in organizations. SNA is an increasingly popular application used by both management consultants and internal organizational practices (e.g., Marketing, HR, R&D, and HR-Talent Management) to understand information flows inside and outside a company. The SNA results in both visualizations as well as metrics to determine: where information silos exist in the organization and people's position in the "informal" structure of the organization, such as central, peripheral, and broker positions (i.e., connecting different subgroups). From this analysis, we can then determine knowledge management/talent management/marketing interventions that improve collaboration and business practices. We will also discuss how SNA techniques can be used to analyze employee connections through social media (e.g., who is blogging and responding to other employees' blogs, following other employees' social profile, etc.) Students will gain valuable "hands-on" experience using and applying SNA from their group project. Finally, we will explore how the latest social collaboration tools, including social networking platforms such as Twitter, Facebook, LinkedIn, Foursquare, and applications such as blogs, wikis, and bookmarking/tagging tools, are being adapted and used by organizations, for example, to leverage the "wisdom of crowds". Through case studies, group projects, and hands-on exercises, we will discuss the value proposition to companies and their employees from using social media. For example, groups will come up with a social media strategy for an organization, including providing metrics on how to evaluate the success or "ROI" of their strategy. This is a "blended" course - consisting of both face-to-face and on-line classes. The course will consist of lecture material, discussion of real-world case studies, and interactive group exercises. Your grade will consist of three equal components: class participation, group projects, and an individual paper. Prerequisites : none

3.00 credits



MBA7545 Analytical Managers and Organizations 3 credit blended elective This course is designed to teach MBA students what it means to be an analytical manager, and how to build the capabilities required to be a highly analytical organization. It addresses the non-statistical topics in analytical decision-making at the individual level (including framing the problem and communicating the results), which should complement statistically-oriented courses at Babson. It also addresses the key factors (in the DELTTA model—data, enterprise, leadership, targets, technology, and analysts) necessary to succeed with analytics at the organizational level. It incorporates new course content specifically relevant to big data and analytics based on it. The course specifically delves into how both large and entrepreneurial organizations are addressing big data and analytics, and focuses in particular on how digital and online firms use and manage analytics. We’ll discuss various industries’ and functions’ use of analytics, but the only one addressed in any depth is web analytics for digitally-oriented businesses.

3.00 credits



MIS6110 Information Technology This course prepares students to become digital innovators—global entrepreneurs and business leaders who can make strategic business decisions involving data, digital products, and digital services; experiment with information technologies and platforms; build and work in diverse teams; and create social, environmental and economic value from data in a business context.

1.50 credits



MIS6300 Information Technology 3 credits Blended This course is an information technology course that educates knowledge workers to use information and technology to think and act entrepreneurially to create and sustain social and economic value in a global environment. Topics that will be covered: Value of Data and Digital Technologies, Databases –SQL/no SQL, Structured Query Language, Competing Using Business Analytics, Agile and SCRUM, Analytics and Enterprise Transformation, Technology Platforms and R programming. Prerequisite: Admission in to the MSBA program. CAM students should contact Graduate Adacemic Services to pursue enrollment in this course.

3.00 credits



MIS7200 Global Connections through Technology Global Connections through Technology (GCTT) - This course is an information technology course that educates knowledge workers to use information and technology to think and act entrepreneurially to create and sustain social and economic value in a global environment

2.00 credits



MIS7515 The Business of Health Information Technology 1.5 credit blended elective This course describes the burgeoning field of health information technology (HIT) and will equip students to be more successful in seeking opportunities and careers in this expansive field. The flow of federal stimulus for healthcare digitization is now exceeding $33 billion. This financial environment enables start-up companies to proliferate, venture capital to thrive ($7.6B in 1300 deals over the past 4 years) while forcing the established industry to consolidate through M&A. During this course you will learn about the healthcare technology market including electronic medical records, new methods of care delivery such as tele-health, networks for information exchange, healthcare informatics, predictive analytics and disruptive consumer technology. Beyond the healthcare information technology you will develop an understanding of the regulatory, entrepreneurial, and managerial impact it has on the healthcare business. Assignments will be a mixture of cases and readings to prepare for WebEx session interaction and guest lecturer Q&A. Student performance will be measured through demonstrated class and WebEx preparedness, quality of participation in online group sessions, and a short paper with presentation. Prerequisites: Evening: OPS7200 Blended Learning MBA: (ECN7201 and MIS7200) One Year: OPS7200 Two Year: OPS7200

3.00 credits



MIS7535: Thought Leadership in Technology 3 elective credits A technology thought leader has a well-developed understanding and ways of reasoning about the impact of technology on business and society; can identify patterns of technological transformation; can critically evaluate emerging ideas, practices and technologies; and is sought after because of their ability to contribute to the conversation, inspire and lead change. As future managers, executives, entrepreneurs and consultants, graduate students in business should identify and walk their path towards technology thought leadership. Through research, reflection, peer critique, presentations and extensive writing, this course will help you develop a personal and critical understanding of technology in your area of interest, publish your insights, position yourself as an emergent technology thought leader, and promote your professional growth. Prerequisite: none

3.00 credits



MIS7545 COGNITIVE TECHNOLOGIES 3 credit blended elective F2F Meeting Dates: TBD This course introduces students to cognitive technologies (another phrase for “artificial intelligence") and addresses their value and implementation in business. A variety of cognitive tools will be covered, from machine learning to natural language processing to “deep learning.” Both the functions performed by these technologies and the business issues they generate—including the roles to be performed by humans in knowledge work processes of the future—will be addressed in the course. Some instruction is provided by online videos on cognitive technologies. There will be several guest lectures from external experts on various cognitive technologies and management issues. No programming background is required, although students will need to study materials about how cognitive technologies work.

3.00 credits



MIS7555: Cybersecurity 1.5 elective credits The course is designed for the next generation managers who need to appreciate both the technical aspects and business impacts of cybersecurity in the enterprise. Different types of security break from a manager’s perspective are explored. Students will also learn to design or support cybersecurity initiatives such as a risk management, policy creation, incident response and continuous improvement. The course uses a combination of readings and current events, class discussion and quest speakers for learning. Prerequisites: None

1.50 credits



MIS7560: Bringing the Blockchain to Life: Launching an Initial Coin Offering (ICO) 3 Credit Elective In 2017, more money was raised for blockchain start-ups from Initial Coin Offerings (ICO’s) than from traditional venture capital sources. Investment activity at this level has not been seen since the internet boom in the 90’s. Blockchain, the underlying technology driving the Bitcoin phenomenon, has the potential to disrupt industries across the board and has the big financial services companies scrambling to figure out how to adopt and adapt before they lose out to the upstarts and new starts. The overall goal of this course is to tap into the entrepreneurial spirit of Babson students willing to learn about this technology, develop a use case, and work in teams to develop a prototype product or service and simulate the raising of start-up capital via a fictitious ICO. Prerequisite: Students are encouraged to have an interest in application and software development

3.00 credits



MIS7565: Blockchain Ventures 1.5 elective credits Blockchain Ventures takes students through a series of frameworks and case studies to highlight the specific benefits of blockchain and its applicability into various markets. Some existing markets, some new markets = new ventures. We will cover introductory overview and get into case studies of new ventures and projects within larger enterprises. We will also cover ICOs and fundraising mechanisms. And the regulatory environment in the US and globally. We will cover cryptocurrencies (bitcoin, ethereum, zcash, ripple, others) and Web3.0, DAPPS and emerging business models in these new frameworks. Prerequisites: NONE

1.50 credits



XXX7580 Independent Research ******Independent research is available for all academic divisions.Registration is manual for students through Graduate Programs and Student Affairs****** Independent Research provides an opportunity to conduct in-depth research in areas of a student's own specific interest. Students may undertake Independent Research for academic credit with the approval of a student-selected faculty advisor, the appropriate division chair, and Graduate Programs and Student Affairs. Please note that a student is responsible for recruiting a faculty advisor through the student's own initiative and obtain the advisor's prior consent/commitment before applying for an independent research project. Authorization for such a project requires submission of a formal proposal written in accordance with standards set forth by the Graduate School. The research project normally carries 1.5 or 3 credits. For more information and a proposal outline please visit:

3.00 credits



MIS9530 COMPETING ON ANALYTICS 1.5 Credit (Intensive Elective) Meeting Dates: DROP DEADLINE: McKinsey Global Institute is predicting a shortage of over a million managers and analysts with the analytics know-how to make effective decisions. In this course, you will learn about some of the most important analytics-related trends, how enterprises and entire industries are being transformed by analytics, and how to build a competitive data strategy and team. We will also discuss various approaches and tools for analyzing structured and unstructured data. To complement our strategy discussion, we will explore some popular business intelligence tools. You will have the opportunity to get “hands-on” with a few of these tools. The highlight of this course will be an industry-specific team project employing concepts and best practices discussed in class. Note (1): If you have professional analytics experience, please contact the professor in advance of registering to assure alignment with your interests and needs. Note (2): You will need a reasonably current PC or Mac. Mac users will need to download an app from the Apple AppStore. Details will be provided in advance of class. Prerequisite: MIS7200

1.50 credits



MIS9550: Innovating with Wearable Technology 1.5 credits (Intensive Elective) Meeting Dates: Digital entrepreneurs should be agile experimenters, capable of innovating by combining available technologies and services into digital products and platforms. In this course students will learn about the lean digital startup and follow agile principles to conceive and create a wearable technology device with a clear value proposition. The course will include an introduction to wearable hardware programming and involve hands-on work with an open source wearable technology prototyping platform. Prerequisites: MIS7200

1.50 credits



MOB7503: Experiment to Scale Innovators in all industries are searching for ways to bring products and services to market at an even faster pace and to scale. However, companies face a myriad of challenges that make such growth difficult, namely: environmental uncertainty, unquestioned industry standards, and seemingly stagnant organizational cultures. And while ideating and prototyping new ideas becomes more manageable for firms, bringing those ideas to scale is still elusive Experimentation has recently been revered as the way forward to address these challenges. In this course, students will study historical and more recent experimentation techniques from technology and operations management. Students will compare and contrast these techniques and apply them to a project.

3.00 credits



MOB7522 Leading and Managing Sustainability 3 credit graduate elective The purpose of this course is to provide an understanding of the concept of sustainability thinking and the practical process of sustainability-oriented innovations. Sustainability thinking challenges entrepreneurial leaders to enable the transition to a sustainable economic system, by identifying business opportunities and leading transformation of business culture. Students will learn about the systemic view of sustainability on how organizations can create social value while simultaneously delivering realistic economic returns: repurpose, stakeholder involvement, design & implementation of innovations and metrics development. Students will develop practical knowledge and skillset from design thinking and systems thinking as integral disciplines to manage human, financial, and other resources in innovations that transform businesses. Our goal is to provide the basis for a common language and understanding of the intersection between environmental/social issues and sustainability, innovation and entrepreneurship, business strategy, and organizational culture. Ultimately, students will develop their understanding of how to lead the transformation of a conventional business into a sustainable business. The course has four parts. The first part will give students an overview of the sustainability thinking and allied strategy and the tools for designing the process through which it happens: what dimensions and questions might be considered to evaluate and guide sustainability. Having identified both the challenges and tools associated with sustainability, the second part will make the case for making a product or service sustainable. The third part will shift the discussion to making an organization sustainable and characteristics of sustainability leaders. Finally, the fourth part will reflect on making your life sustainable. Students will explore how to apply ideas from the course to a more sustainable way of living. Students who are interested in any of the following roles may find it useful: • An entrepreneur wanting to understand sustainability as a business opportunity • An individual or corporate strategy group developing a sustainability strategy • An individual or corporate strategy group seeking growth through sustainability innovations • A manager deciding whether to invest resources and other infrastructure in a sustainability project • A leader wanting to develop a culture of sustainability and organizational change • An R&D group aiming to integrate sustainability into its innovation process In this endeavor we need to think creatively but realistically about the circumstances organizations can create environmental/social value while simultaneously delivering returns to shareholders. Sustainability leaders first need to understand the factors that drive economic value when addressing the environmental/social value of their business activities. They need tools and methods to assess real impact by looking beyond financial performance and engaging the stakeholders. Then, they can innovate for new opportunities –from the basic (cost reduction, compliance) to the inspiring (entrepreneurial innovations)–, that create value for various stakeholders. The multifaceted nature of sustainability problems affect each functional area of the organization, general management, strategy, finance, marketing, or operations. To integrate sustainability into business strategy and decision making, the course draws ideas from business strategy, resource economics, design, entrepreneurship, and innovation theory.

3.00 credits



MOB7529: LEADING AND MANAGING SUSTAINABILITY 1.5 elective credits MOB 7529 “Leading and Managing Sustainability” – an entrepreneurship, innovation, and strategy intensive 1.5-credit course focused on designing and developing sustainability-oriented innovations for growth. Innovation is the key driver of business growth and essential to sustaining competitive advantage. However, innovation has not been an integral part of an organization’s engagement with society. The purpose of the firm has been recognized simply as to create economic value, but its character as a social entity has eroded over time. This course examines how companies integrate environmental and social responsibility into their products, services, processes, and business models with sustainability thinking--from the basic (e.g., cost reduction, compliance) to the inspiring (e.g., entrepreneurial eco-innovations). This effort calls for a systemic view, recognizing and engaging all stakeholders as an integrated whole that generates essential properties from the relationships between each other. In this course, students will 1) learn an integrated systems approach to simultaneously address social responsibility, ecological integrity and value creation; 2) apply design and systems thinking to develop sustainability-oriented innovations; and 3) analyze suitability, scalability and sustainability of innovations and business models from the perspective of entrepreneurs, investors, and managers. The course is highly experiential involving simulations, case studies with protagonists, and design challenges. To integrate sustainability into business strategy and decision-making, the course draws ideas from business strategy, resource economics, design, entrepreneurship, and innovation theory. Students who are interested in any of the following roles may find it useful: • An entrepreneur wanting to understand sustainability as a business opportunity • An individual or corporate strategy group developing a sustainability strategy • An individual or corporate strategy group seeking growth through sustainability innovations • A leader wanting to develop a culture of sustainability and organizational change • An R&D group aiming to integrate sustainability into its innovation process • A financier deciding whether to invest in a sustainability-oriented entrepreneur

1.50 credits



MOB7535 (formerly OPS7520) Extended Enterprise Management Examines the design and management of complex supply chains and market demand systems in a global, rapid-response business environment. Major focus is understanding industries as large systems of many organizations that now depend on complex networked alliances. Will focus on how traditional strategies and operations are changing rapidly. Subjects include market drivers of the supply chain, role of logistics and distribution in the networked economy, information technologies that links markets to supply and demand chains. Will analyze wide variety of industries. A major objective of the course is to understand how to manage the shift from PUSH strategies to PULL strategies across the entire supply chain. Targeted at general managers. Also core to the consulting and other career paths, and is a strategic companion to OPS7572. Prerequisite: NONE

3.00 credits



MOB7540 Managing Technological Innovation (MTI) MTI is designed for general managers in organizations that use or create modern technologies. It focuses on technology in real human environments, not engineering or technical processes. Past technology innovation was based on 20th Century physical manufacturing in fixed supply chains. Modern technology innovation rests on complex global networks, both commercial and social. Making cars requires radically different management practices compared to scaling global apps across 6 billion mobile phones. This course brings students through three phases. Strategic: how to map complex ecosystems so one can see exactly why Apple wins and Nokia loses. Development: how to translate "soft" value in the marketplace into "hard" products, solutions, and management processes. Human: what kind of personal skills and continuous learning are required to manage in these environments? Students work on projects they choose to apply lessons from class. Prerequisite: None

3.00 credits

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