CAPSTONE: SIMULATION EXPERIENCE
MBA7150 - Simulation In Mod III One Year students will engage in a cross-functional business simulation that focuses on strategic and operational decision making. The simulation will test the ability to make decisions, take calculated risks, and effectively work with others in uncertain circumstances. Students will work with a new team of classmates to grow your business over several simulated years in the life of your company.
The StartUp Foundations SLE will focus on Entrepreneurial Thought and Action, team building, and technology. In addition to sessions on Ideas and Barriers to Innovation, students will participate in a competitive, computer-based simulation (Techmark), develop processes that will support virtual and in-person teamwork, take their first classes in Entrepreneurship and Leadership, and attend a variety of networking events.
DISRUPTIVE CHANGE AND ENTERPRISE TRANSF
MBA7401 Disruptive Change and Enterprise Transformation (Signature Learning Experience)
(Formerally titled Business Model Innovation)
Rapid changes in technology (digital convergence of data, voice, and video), greater concern for the environment, significant productivity increases in manufacturing and globalization of services are all causing tectonic shifts in several industries— publishing, music, telecommunications, retail, health care, and even government and nonprofits. During a 30-year period of one’s career, a manager can easily expect to be involved in at least three or four significant business model changes, even within the same industry. During this 3½-day interactive, executive-style workshop, students will explore different approaches to developing new and innovative business models in for-profit, nonprofit, and social enterprise contexts. A multidisciplinary approach will be used that integrates concepts and tools from entrepreneurship, innovation, technology, finance, marketing, engineering, sustainability, and design thinking.
CAPSTONE: CORPORATE ENTREPRENEURSHIP
F2F Meeting Dates: September 30 - October 1 (FRI/SAT) , November 4-5 (FRI/SAT) and December 1-2. (THURS/FRI)
MBA7402 Capstone: Corporate Entrepreneurship
The Corporate Entrepreneurship capstone course has three learning objectives:
Integrate and apply accumulated learning experiences since the beginning of the Blended Learning MBA program
Explore creativity, innovation, and entrepreneurship in greater depth—in corporate and in greenfield settings
Develop a penetrating understanding of the process required to create something of significant value out of almost nothing
Students form teams and develop a business plan based on either a project identified within their companies or a greenfield project.
Week 3—10/30 F2F Friday November, 4
T-Day Week Break
Week 7—12/4 F2F Friday, December 9
Decisions, Decisions, Decisions-How managers make good and bad choices
(3 credit Elective) MBA students are exposed to a wide variety of concepts and tools which should enable them to make intelligent decisions. However, the decision making performance of corporate managers, most of them trained in these concepts and tools, is very uneven.
This course will seek to enable a student to understand some key factors that can influence the quality of decision making. Using case examples from both business and government, the course will build on a basic understanding of analysis and decision making to expose participants to the circumstances that can limit the effectiveness of the techniques they have learned and help them understand the challenges they will face as members of leadership teams making complex choices throughout their careers. Students will also learn about the factors involved in providing information for decision-making, and the roles that information technology plays in decision situations.
At the conclusion of the course, students will have an appreciation for the factors they will encounter in leadership roles and the methods they can employ to ensure that they contribute to the making of good decisions. Their exposure to the broad topics presented should also acquaint them with areas which may draw their interest for more intensive study in specific academic disciplines.
MEASURING & ACHIEVING STRATEGIC RESULTS
Face to Face Meeting Dates:
Saturday, May 21st
Saturday, June 18th
Measuring and Achieving Strategic Results
Strategy execution is critical to business success, perhaps more important than the strategy, itself. All businesses – from conception to start-up to early growth to maturity – need to employ appropriate and effective ways to direct attention to strategic opportunities and challenges and to influence decision-maker behavior. The best methods and mechanisms to guide strategic achievement can vary greatly depending upon the firm’s makeup and its stage of “life.”
Drawing on the full variety of learnings from the MBA core, this course explores methods to manage the total firm and its operations in harmony with strategy. How does a company maintain strategic focus as it grows and broadens its range of activity? How does management know if a strategy is working? How does it find a new focus if the strategy becomes ineffective? Case studies and students’ personal experiences provide the context as the course covers the influences of effective strategy execution over the entire business life cycle.
Students who have taken ACC7540 or MOB9577 or MOB7577 cannot take this course. This course provides extension coverage of topics discussed in MOB9577 and MOB7577.
Evening: (ACC7000 and ACC7201 (or MBA8510)
One Year: Acc7201
Two Year: ACC7201
BUILDING AND LEADING CONSCIOUS BUSINESS
MKT7541 Conscious Capitalism: Theory and Practice
3 credit graduate elective
This course introduces students to the theoretical underpinnings and practical implications of the approach to business known as Conscious Capitalism, which challenges business leaders to re-think why their organizations exist and to acknowledge their company's role in the interdependent global marketplace and ecosystem. Research shows that companies that embody the principles of Conscious Capitalism substantially outperform the market in financial terms over the long term, while creating many other kinds of non-financial value for all stakeholders. Students in the course will learn how Conscious Capitalism and differs from a traditional perspective on business; critically examine the evidence on the impact of practicing conscious capitalism on the tangible and intangible well-being of all stakeholders; explore in detail how to operationalize the four key tenets of conscious capitalism: higher purpose, stakeholder orientation, conscious leadership and conscious culture; develop an understanding and appreciation for systems thinking as an integral discipline contributing to the practice of Conscious Capitalism; explore how to help a conventional business transform into a conscious business; and understand and practice the fundamental elements of personal transformation that must accompany any effort to implement Conscious Capitalism. The course will incorporate a blend of lectures, discussions, guest speakers, personal mastery exercises and a group project that entails performing a Conscious Business Audit of a company.
F2F Meeting Dates - March 5th and April 9th
MBA7546 Wealth Management
3 credit blended elective
Wealth management does not necessarily have as much to do with how much asset value you now have or how you accumulated that wealth. But wealth management is more about how you manage the wealth you have. There is an accumulation stage and a distribution stage. Wealth management does not involve just investing. Investing is an important element but good management also involves income taxes, estate taxes, how to fund education for children, how to fund a retirement, and how to protect your assets from creditors.
There are 6 pillars of wealth management. This course examines tax planning, estate planning, investment planning, retirement planning, education planning, and risk management including asset protection and insurance, from an individual planning perspective. The course is designed for students who have already accumulated wealth or are in the process of doing so. This could be the successful entrepreneur (or in the process of becoming successful) but also includes students who expect to inherit wealth and those that are interested in helping parents manage their wealth. Also students who have interest in the financial services industry – financial advisors, insurance advisors, bankers, mutual fund managers, etc. will find the course of interest.
The course will use a combination of cases, readings, power point presentations, spread sheet models, and discussions amongst students. Since many of the topics change quickly (for example expiration of the Bush tax cuts and the fiscal cliff
legislation known as The American Tax Relief Act of 2012) there will also be cutting edge updates (for example the Affordable Care Act) to planning techniques.
The course is offered in a blended learning format. Thus the course is about 7 weeks long with two face to face sessions. The text will be supplemented with numerous articles which are very practical in nature. Although not a guarantee past students have learned how to save on income and estate taxes!
No prerequisite required.
SELLING IDEAS PROD AND SERVS TO EXECS
March 4th 6:30 PM - 9:30 PM
March 5th 8:30 AM - 5:00 PM
March 12th 8:30 AM - 5:00 PM
DROP DEADLINE: March 4th by 11:59 PM
Selling Ideas, Products and Services to Executives (formerly titled Business Development through Professional Selling)
The growth of business revenue depends directly on a firm's ability to create additional value for
current and potential customers. This 2.5 day intensive course will focus on the professional selling process, to include identifying opportunities, gaining access to and engaging decision makers, asking high gain questions, building long term relationships with decision makers and influencers, presenting winning proposals, handling resistance and objections, completing the sale or obtaining commitments and following up. The course will use the value creation methodology to identify solution options aimed at creating value and enhancing the other party's (e.g., customers) competitiveness. The course will use a number of inputs to share current academic thinking and best practice. Course participants will also be challenged to apply the learning to potential opportunities. The art and science of ethically and effectively convincing another party about self, ideas, solutions, products, services, etc., is an imperative for everyone, whether in family or social settings, profit or not-for-profit ventures.
It's a life skill. This course is therefore for everyone.
This course is offered in both Fall and Spring
LEAP: LEADING ENTREPREN ACTION PROJECT
LEAP:LEADING ENTREPREN ACTION PROJECT