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Graduate Courses

The Course Catalog includes course descriptions of all courses offered by F. W. Olin Graduate School of Business. For descriptions of the courses offered in the current or upcoming semesters, please see our Course Listing


 Graduate Course Catalog

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MOB7500 STRATEGY EXECUTION (formerly called Acomplishing Strategy) Strategy Execution helps participants achieve superior results in both managerial and consulting roles. The course exploits the natural and indigenous dynamics that constitute Strategic Management, not just top management direction and the execution of a plan. This powerful perspective reaches deep into how strategic results actually are accomplished in organizations, thus empowering course participants compared to their peers. Since a premium usually devolves to practitioners and consultants who achieve greater timeliness the course helps participants comprehend uncertainty more presciently, pursue initiatives more proactively, and take actions more preemptively. "Next generation" strategy tools drive the course almost entirely using original concepts, innovative exercises, and case studies derived from the instructor's own field research and experience. Professional consulting methods are integral to the course and employed in a team consulting project which applies both course techniques and modern consulting methods to a real situation. This course leverages education and experience in other fields for increased managerial or consulting success. Course content and perspective complements and potentially multiplies careers in consulting, business development, brand management, strategic human resources, market research, information technology management, entrepreneurial ventures, organization development, and similar business activities. This course is unique to Babson and designed to extend our distinctions. Prerequisites: Evening: MOB7000 or MOB8400 or MOB7202 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7202 Two Year: MBA7320 or MOB7301 or MOB7202 This course is typically offered in Fall


MOB7501 Strategic Writing for Managers - (formerly ENG7500) 1.5 credit elective This course helps students become more efficient and effective writers of strategic corporate communications. Cases, readings, and assignments illustrate challenging communication problems that demand readable, succinct, substantive, and persuasive writing. Assignments may range in applications to such issues as ownership structure, finance, investor relations, internal communications, production planning, and media and public relations. Class activities involve extensive peer review and editing of students' own writing. (1.5 credit hours) This course is typically offered in the following semesters: Fall, Spring, First Summer SessionI, and Second Summer Session Prerequisite: None


MOB7502 Persuasive Business Presentations - (formerly COM7500) 1.5 credit elective Managers and entrepreneurs need effective presentation skills to persuade key audiences, such as employees and team members, investors, and prospective clients. A successful presentation depends on delivery and non-verbal factors as well as careful preparation and a logical organization of ideas. In this workshop format class, you will deliver four or five formal presentations, which we will videorecord to help you evaluate your technique. We will also give you some opportunities for impromptu speaking. Topics may include: rocket pitch to investors, B2B sales presentation, strategic recommendation to senior management, and a technical financial or data-driven presentation. Students are encouraged to use material from other courses or from your work context. We will also cover creating effective visuals and interacting with your visuals to tell a compelling story. The focus will be on providing extensive and constructive feedback and coaching you on assessing and improving your own capabilities.


MOB7511 (formerly MOB7120) Negotiations Blended Learning MBA electives will open up to Non-Blended Learning MBA students on March 12th at noon. F2F Meeting Dates- Saturday, June 6 and Wednesday, July 1 Explores formal and informal ways that managers negotiate differences. Treats negotiation with peers, supervisors, subordinates, suppliers, customers, outside agencies, and others as a core managerial process. Examines research and concepts developed in a number of academic fields, and looks closely at personal skills and experiences. Requires intense involvement in negotiation simulation exercises, and thoughtful application of theory and research. Prerequisites: Evening: (MBA8500 or MOB7010) or MOB7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7200 Two Year: MBA7320 or MOB7303 or MOB7200 This course is typically offered in the following semesters: Fall, Spring and Summer first and second sessions


Meeting Dates: This class will meet from 8:30 AM – 4:30 PM on the following dates. Friday January 23, 2015 Saturday, January 24, 2015 Friday January 30, 2015 Saturday, January 31, 2015 Friday, February 13, 2015 MOB7513 MANAGEMENT CONSULTING 3 CREDITS STUDENTS WHO HAVE TAKEN MOB9513 MANAGEMENT CONSULTING (1.5 INTENSIVE ELECTIVE) MAY NOT TAKE THIS COURSE. The objective of this course is to communicate the basic skills and functions of the management consulting industry and to make students aware of the key issues and factors driving the future of consulting. This will be accomplished by inculcating the perspective of the client and helping students consider some of the career and lifestyle issues inherent in a consulting career as well as to allow students to experience some aspects of consulting itself in the course. The course will be conducted using outside experienced consulting leaders and guest experts. Prerequisites: Evening: MOB7000 or MOB8400 or MOB7202 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7202 Two Year: MBA7320 or MOB7301 or MOB7202


Registration for this course will open on Monday, August 25th and will close on Wednesday, October 15th, 2014. Course start and end dates: Start Date: Monday, October 20, 2014. End Date: Saturday, December 13, 2014. Class dates and Class Times: (Evening)/face-to-face session (Blended-Learning) dates: Dates and class times as listed below: - 11/7 F2F 9 AM-5 PM Olin Hall - 12/13 Final F2F 9 AM-5 PM Olin Hall Webinar or other mandatory session time/date: - 10/20 8:00-9:30 PM Opening Webex - 10/26 7:00-8:30 PM 2nd Webex (This is a Sunday, and Mon is Start up Week for Prof. Cummings) - 11/17 Webex 8 PM-9:30 PM - 11/24 OFF Thanksgiving week - 12/1 This is week six with no Webex MOB7517 HEALTHCARE STRATEGY 3 credit graduate elective Throughout Health Care Strategy, you’ll explore the complex and rapidly changing healthcare ecosystem; its players; and the dynamic economic, demographic, and political factors that are driving this change. You’ll explore the various components of this system and their roles, including patients, care providers, entities that pay for health care, entities that develop health care, and the government. We’ll examine how these organizations work and how they are changing, and look at the challenges and opportunities for the system, and organizations within the system. Prerequisites: None


MBA7518 Solving Big Problems 3 credits Big problems are those that if solved even partly will transform industries, change the way we live, and greatly better people's lives. This elective course is about the nature of big problems, the pioneers who solve them, and how they do so. The focus is not on any select few big problems – we will look at a variety of them – but on the thinking process and business approaches to solving any of them. More broadly, the course is about how to think better and make better decisions when tackling difficult, complex, fuzzy, consequential problems in any setting. The course emphasizes ideas, discovery, and the ability to think conceptually (which complements the emphasis on analytical thinking in other courses). Because transformers of industries and societies are skilled at conceptual thinking, the course will help you cultivate this skill by learning how to ask the right questions and by creating your own models and frameworks to look at the world differently. Pioneers, innovators, transformers are also widely informed about the world, so the course will draw its stories and ideas from a breadth of sources. Your intellectual openness and curiosity are therefore desirable for the course along with having completed the core strategy course. Pre-requisites: core/required strategy course (MOB7202)


MOB7525 Chile/Peru: Analyzing Entrepreneurial Opportunities in Latin America 3 credit off-shore elective This course focuses on approaches and opportunities for starting and growing entrepreneurial businesses in Chile and Peru. We will study the characteristics influencing entrepreneurship in Chile and Peru, and draw some conclusions about the similarities and differences across countries and firms. Upon completing this course, you will have a better understanding about the unique elements associated with starting a new venture in Chile and Peru. This course provides an overview of the mindsets, methods, and managerial activities necessary to understand the entrepreneurial process in Peru and Chile, in particular the process of detecting and understanding entrepreneurial opportunities in Latin American countries. A key element of the course are visits to a number of entrepreneurial firms in Chile and Peru and the presentations by top level entrepreneurs, academics and government officials. An optional extension of travel is planned to Cusco and Machu Picchu. Additional details of which will be provided at the course information session.


MOB7526 Brazil: Doing Business in Brazil 3 credit Elective Abroad This course applies and expands on National Business Systems, Managing in the Global Economy, and MOB 8400 courses by examining competition and strategy at three levels of analysis: country, industry and firm. It also builds on Entrepreneurship courses in the Mods or 8150 by investigating opportunity recognition and the potential for new venture creation. The context consists of a variety of institutions and firms in Brazil, focusing on the country's main business center, São Paulo, where Brazil's most important financial market and industrial concentration is located. We will also visit Paraty and Rio de Janeiro. The course is organized around the following themes: the context for business in Brazil, developing business issues in Brazil, economic transformation-from import substitution to regional integration, and the social dimension in Brazil.


MOB7548 Social Value Creation: Matters 1.5 credit elective The role of business in society has significantly shifted. Business leaders increasingly have to meet the challenges and competing demands of "doing well" (economic value), while at the same time "doing good" (social value). This course will build on some of the most current thinking around the design, execution and assessment of "triple bottom line" leadership strategies. Students will have the opportunity to: Engage in focused, in-depth analysis of an array of companies and the multiple ways they are addressing social value creation; Discover what leaders across these organizations are doing and the impact this is having; Explore the complex opportunities available to enhance and expand social value creation in a world where the lines between business and society have significantly shifted; Contribute to the Second Edition of the Babson student-created book, Social Value Creation Matters.


MOB7552 Managing in Turnaround Companies 3 credit grad elective This course will address the strategic, operational and organizational issues confronting senior managers in a turnaround situation. It is intended to impart practical knowledge of how to strategically and financially assess the severity and depth of the situation, understand the key assessment tools used and how to develop strategic and operating plans going forward. Discussing organization implications and communication techniques will be an important part of the course. Students will develop familiarity with the management and organizational assessment tools used in turnaround situations. They also will understand the financial and managerial actions necessary for developing sound turnaround strategies and implementation plans. Importantly, organizational implications of these plans will be probed and discussed, with focus given on how people are affected by management's actions. Finally, students will learn which leadership techniques can best be employed in different turnaround situations. Prerequisites: Evening: FIN7000 or MBA8510 or FIN7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or FIN7200 Two Year: MBA7320 or FIN7302 or FIN7200


MOB7553 Singapore/Hong Kong Startup Strategy 3 Credit Elective The purpose of this course is to provide students with an opportunity to understand the entrepreneurial ecosystem (EE) of two small Asian countries - Singapore and Hong Kong -- with significant intellectual capital but very small local markets for their products. Through direct interaction with entrepreneurs, capital providers, educators, and government officials in these countries, the students should come away with a new perspective on startup's opportunities and challenges and get experience consulting to local startups while applying concepts from two of my books - Capital Rising: How Capital Flows Are Changing Business Systems All Over the World, co-authored with Srini Rangan, and the forthcoming Startup Strategy: How Entrepreneurs Set Goals, Raise Capital, Build Teams, Pick Markets, Gain Share and Adapt to Change. Singapore and Hong Kong are vital hubs for finance and trade in Asia. Both governments have taken affirmative steps to try to encourage entrepreneurship within their borders. Yet there is a strong cultural bias for the graduates of elite schools in these countries to work for large companies, banks, or the government. Hence one of the goals of the course is to explore how this tension between strong cultural values in Singapore and Hong Kong vie for attention with the countries' need to encourage entrepreneurship in order to avoid the economic stagnation that often results from being too dependent on the largest companies.


MOB7559 Global Strategic Management Blended Learning MBA electives will open up to Non-Blended Learning MBA students on March 12th at noon F2F Meeting Dates- Saturday, June 6 and Wednesday July 1 This course is intended as a strategy elective for students who are in the second half of their program. It is also the only required (or capstone) course for those who seek a global concentration. The course aims at understanding the development and implementation of broad global strategies by businesses. The course expands students' strategic thinking and combines it with a global perspective. The strategic elements include business systems analysis, competitive strategies, key success factors, and strategic imperatives. Looks at a number of issues relevant to international business such as global opportunity analysis, market(s) selection, assessing international competitors, selecting generic or complex global strategies, geographic priority setting, resource allocation across geographies and products, global functional strategies, and organizational implications. Students learn to develop global strategies, paying attention to their implementation through organizational innovations such as fostering a global mindset within the organization and using global strategic alliances. Teaching is discussion driven and involves case analysis. Prerequisites: Evening: MOB7000 or MOB8400 or MOB7202 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7202 Two Year: MBA7320 or MOB7301 or MOB7202


Students who received course credit for the "Leadership & Influence" course offered through Babson Executive Education cannot take this class for credit towards their degree. Please contact the Office of Program Management for more information. MOB7570 Leadership Explores the challenges of leading others through influence. Attention is given to leading up, down, and across the organization. Through cases, readings, experiential activities, practice in developmental coaching, field projects, and colleague feedback, students gain greater insight and skill in leading. Topics include behavior of effective leaders, the use of vision, power and influence strategies, building high performance teams, crisis management, organizational politics, and dealing with multiple stakeholders. Prerequisites: Evening: (MOB7010 or MBA8500) or MOB7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7200 Two Year: MBA7320 or MOB7303 or MOB7200 This course is typically offered in the following semesters: Fall, Spring


MOB7575 Russia in Transition 3 credit off-shore elective This course introduces students to the Russian business environment but goes beyond merely doing a business study of Russia or industries within Russia. Students will learn more about Russian history and its heritage, culture, what the people have endured under communism, and the struggle to free themselves from their history. The role of customs and tradition and the government all shape the current nature of the Russian business environment. Pre departure sessions will bring students up-to-speed on what has and is happening in Russia that affects the Russian business environment. Cultural visits to some of St. Petersburg's historically relevant sites, including the Hermitage, provide a back drop to industry specific company visits as well as lectures by faculty from, the Graduate School of Management (GSOM) at St. Petersburg State University. At the end of the week, each student industry group will present their findings to the class. Upon return to the United States, students should have a far greater appreciation of Russia's achievements, challenges and obstacles as they relate to the business, social, and economic environment in that country.


MOB7580 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:
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