Technology, Operations & Info Mgt
BL ENTERPRISE 2.0 BULDING SOCIAL NETWORK
** This course counts as Requirement C (Depth) for the Business Analytics concentration
MBA7515 Enterprise 2.0 Building Social Networks to Improve Business Performance
3 credit blended elective
Meeting Dates: F2F days: Saturday, February 6th and Saturday March 5th , 8:30am – 4:30pm. Online sessions are mostly asynchronous. There will be a synchronous WebEx session at some point during first two sessions, early evening.
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
ANALYTICAL MANAGERS AND ORGANIZATIONS
MBA7525 Analytical Managers and Organizations
3 credit blended elective
F2F meeting dates: Saturday, October 10th and Saturday, November 7th (all day sessions)
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.
INFO TECH FOR ENTREPRENEURIAL LEADERS
BLI GLOBAL CONNECTIONS THROUGH TECH
F2F Meeting Dates - February 19th and February 20th
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.
THE BUS OF HEALTH INFO TECHNOLOGY
MIS 7515 THE BUS OF HEALTH INFO TECHNOLOGY
Spring 2016 - Elective A
This is to inform you that there has been a change for one of the on-campus meetings as well as the WebEx session for this course. The new dates are highlighted below.
This is a blended learning format course. There will be (3) on campus sessions on Mondays from 4:00 - 9:00PM, (1) WebEx session from 6:00 - 9:00PM and (5) weekly case reviews using online forums
The dates of the on campus meetings at Babson will be 1/25, 2/8 and 3/7. The WebEx session will be conducted on 2/1. The (5) online case reviews will be on weeks-ending 1/30, 2/6, 2/13, 2/20 and 2/27.
MIS7515 The Business of Health Information Technology
3 Credit Blended Elective
This course describes the burgeoning field of healthcare information technology (HIT) and will equip students to explore entrepreneurial opportunities and careers in this expansive field. The flow of federal stimulus for healthcare digitization is now exceeding $48 billion. This financial environment enables start-up companies to proliferate and venture capital to thrive while forcing the established industry to consolidate through M&A.
During this course you will learn about the healthcare information technology market including electronic medical records, new methods of care delivery such as tele-health, healthcare informatics, analytics and disruptive consumer technology such as the Internet of Things. Beyond the healthcare information technology you will develop an understanding of the regulatory, entrepreneurial, and managerial impact it can on the healthcare business.
Assignments will be a mixture of cases and readings. Student performance will be measured through demonstrated class preparedness, quality of participation in online group sessions, and a [research, position or survey type] paper with a final presentation.
COMPETING ON ANALYTICS
Friday, January 23rd 9AM - Noon
Friday, January 29th 9:00 AM - 4:45 PM
Friday, February 5th 9:00 AM - 4:45 PM
DROP DEADLINE: January 22nd by 11:59 PM
MIS9530 COMPETING ON ANALYTICS
1.5 Credit (Intensive Elective)
As a manager, you are confronted with a series of decisions. Business Intelligence (BI) applications provide you with databases and query tools that allow you to analyze data in order to make more informed, fact-base decisions. These applications also provide portals or dashboards so you can share the information throughout your organization and track progress to goals. In this hands-on course, we will explore some of these systems and see first hand how they can help to provide directions when faced with finance, sales, marketing or operational decisions. We will read articles and cases about companies that have implemented BI systems and we will discuss the benefits they have reaped from doing so. We will also discuss the ethical issues of collecting and storing consumer data.
LEADING AND MANAGING SUSTAINABILITY
MOB7522 Leading and Managing Sustainability
3 credit graduate elective
The state of the planet and current economic system generates pressing concerns for the future of the planet and humanity. This course recognizes the need for entrepreneurs, leaders and innovators as change agents who can enable the transition to a sustainable system, by identifying business opportunities and managing business risks. To do so, the course focuses on improving your ability to design and implement business strategy where sustainability is central. We look into the interaction of business with environment and society to identify new opportunities that could create shared value – economic and social.
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.
EXTENDED ENTERPRISE MANAGEMENT
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.
MANAGING TECHNOLOGICAL INNOVATION
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.
PRODUCT DESIGN & DEVELOPMENT
Product Design and Development
Product Design and Development (PDD) is an integrated management course that provides students with a solid, field-based understanding of the fundamentals of conceiving, evaluating, and developing successful new products. It is a roll-up-your-sleeves, team-based environment for learning how to translate a new product idea into a product concept and design. In the course, you will learn, through doing, what "Design Thinking" is, which is becoming critical for managers to thrive in the emerging "Creative Economy."
The course takes teams of graduate students through the entire process of product development from market and user analysis to idea generation and concept development, to concept selection and refinement, to product design and prototype manufacturing. Several workshops are integrated to support the teams with specific tasks such as sketching, brainstorming, and model building. The course culminates in the MBA Product Design Fair where teams present their products.
Teams of students select and/or are assigned product design opportunities that are carried out in collaboration with participating client companies. Alternatively, students propose new product ideas for consideration as course projects.
The course deals with three key areas: uncovering, understanding, and articulating user needs, understanding and implementing good design strategies and thinking, and structuring and managing the development process. While the main focus is on manufactured products, the course can accommodate the design of certain kinds of services and software products. Guest speakers are part of the course. (4.5 credit hours)
Additional Course Information:
- One Friday workshop will be necessary
- Additional work will need to be completed in the Product and Design Lab
- Classes meet twice a week.
A small number of class sessions will extend beyond 1 hour and 45 minutes. When this occurs, other will be shortened by an equal amount. Finally, a number of sessions are available for project work outside of the classroom.
This course is typically offered in the following semester: Fall
March 25th 6:30 PM - 9:30 PM
March 26th 8:30 AM - 5:00 PM
April 9th 8:30 AM 0 5:00 PM
DROP DEADLINE: March 25th by 11:59 PM
MOB9521 Innovation Processes
1.5 credit Intensive Elective
Over the past two decades, a combination of changes in political, technological, and cultural arenas have dramatically affected the way in which companies, organizations, and individuals innovate. In this course, we will explore the critical parameters of various innovation processes, learn about their advantages and disadvantages, and compare the contexts in which these processes operate. The goal of this course is to develop an understanding of what it takes to design and operate various innovation processes.
In the first offering of the course, the emphasis will be placed on open innovation processes, design thinking and lean start-up, and coordination issues of complex innovation processes.
This course is positioned between our existing offerings Product Design and Development (MOB-7555), which provides an in-depth experience on the project level, and Leading Innovation: Creating Organic Growth (MOB-9525), which discusses managerial and strategic challenges on the firm level in the context of industry and competition. In contrast, the new course Innovation Processes will focus on the mechanisms of how design and manage effective innovation processes.
LEADING INNOV: CREATING ORGANIC GROWTH
Meeting Dates: February 27th and March 5th 8:00 AM - 6:00 PM
DROP DEADLINE: February 27th by 11:59 PM
MOB 9525: Leading Innovation: Creating Organic Growth
1.5 credit intensive elective
Innovation Catalysts at Intuit help other Intuit managers and employees work on innovation initiatives throughout the enterprise. Initially, in 2009, Intuit started out with 10 Innovation Catalysts and by 2011 they had more than 100 of them coaching, mentoring and advancing organic growth projects throughout Intuit. Similarly, starting in 2009 and over a ten-year period, Whirlpool created more than 1000 trained I-mentors, who could facilitate innovation projects and help people move their ideas into the marketplace. There is now a new trend among medium and large-sized enterprises to create internal Innovation Experts that drive organic growth. These Innovation Catalysts are the equivalent of the 6-Sigma Black Belts on the Quality side.
This course will prepare you:
• To be either an Innovation Project Manager or an Innovation Expert (Coach) or an Innovation Champion (Mentor) within a large/medium sized enterprise
• To be conversant with the Lingua-Franca of Innovation, i.e., the Tools & Methods of Innovation
• To understand the key links between Strategy, Innovation and Leadership
• To understand and nurture the Innovators’ DNA – Questioning, Observing, Listening, Associating, Experimenting and Networking
• To manage the Innovation Process and help teams navigate their Innovation Journeys
• To help executives Create and Nurture a Culture of Innovation
• To build an Innovation Sandbox within your enterprise.
DESIGN & INNOV IN SERVICE INDUSTRIES
Meeting Dates: March 26th and April 2nd 8:00 AM - 6:00 PM
DROP DEADLINE: March 26th by 11:59 PM
MOB9526 Strategies for Service Innovation
1.5 credit Intensive Elective
All countries go through life cycles-agriculture, manufacturing and services. The majority of the developed world can be considered today to be primarily services based. However, services which were at one time a differentiator for most businesses are more or less commoditized today. This course builds on the existing knowledge and science of service businesses and goes into understanding post-service economy based competition. Several trends have emerged over the last 15 years: (1) Move from Services to Experiences; (2) Emergence of new Digital and Networked Economies; (3) Information and Knowledge Intense Economies; (4) the rise of the new TIME industry, i.e., the convergence of the Telecom, Information, Media and Entertainment industries and (5) The rise of innovation in third world countries and their role in transforming the lives of poor people around the globe. This course explores the innovations that are driving all these trends as primarily applied to a broad section of service industries-Airlines, Retail, Financial, B2B, TIME and even Not-for-Profits. Further, this course provides several tools and techniques to capture the notion of customer value, define and design innovative services and deliver great experiences for the target market.
EXTENDED ENTERPRISE MANAGEMENT FUNDAMENT
**Students who have taken MOB7535 (3 credits) Extended Enterprise Management cannot take this course.
Friday, February 19th (8:30 AM - 5:00 PM)
Friday, February 26th (8:30 AM - 5:00 PM)
DROP DEADLINE: February 19th by 11:59 PM
MOB9535 EXTENDED ENTERPRISE MANAGEMENT FUNDAMENTALS
1.5 credit Intensive Elective
Successful managers and innovators recognize their organizations are parts of complex, increasingly global networked ecosystems with commercial, social, environmental, and technological levels. This course applies ecosystem mapping tools used by the most successful and sustainable organizations around the world to move from strategy to implementation. Derived from the long--running Extended Enterprise elective, this intensive elective brings students through ecosystem--wide mapping moving through basic retail demand--supply chains, modern hybrid networks like Amazon, and then into global “cloud” models that are coming to dominate organizations of all kinds. Lessons apply equally to start--ups and large global organizations. Students will work on a project of their own choosing. Many students use this to plan new ventures. No prerequisites required.
EXTENDED ENTERPRISE MANG PRACTICUM
Saturday, April 9th (8:30 - 5:00 PM)
Saturday April 16th (8:30 - 5:00 PM)
DROP DEADLINE: April 9th by 11:59 PM
MOB9540 Extended Enterprise Innovation: Finding and Developing Networked Opportunities
Intensive Field--Based Practicum
1.5 credit Intensive Elective
This field--based elective was prototyped with Babson alumni and others, and brings students into an existing networked business, whose traditional business model has become the starting point for some of the most advanced technologies and venture opportunities in the world, with very high potential impact. The first part of the course will have students map the current business, and identify the new technology potentials emerging rapidly in it. The second part will bring students on--site so they can see the new technologies emerging in reality. Our first subject will be a company that for years focused on biological recycling of waste water, but now finds itself in the middle of global technologies that go far beyond the old business: global “internet of things”; genetic engineering that turns waste into high--profit materials for technology markets; 3D data visualization; drones; alternative energy; healthcare; environmental cleanup; food production; and others. We can explore all these opportunities at one site near Babson. No prerequisites required.
DELIVERING VALUE THROUGH OPERATIONS
BLI TECHNOLOGY AND OPERATIONS MANAGEMENT
F2F Meeting Dates: April 22nd and April 23rd
OPS7200 Technology & Operations Management
Technology & Operations Management (TOM) - This course introduces students to the fundamental components of a firm’s operating systems, be it a mature enterprise or an early stage company. The course introduces the new methods and models to analyze, diagnose and improve operations activities for both manufacturing and service firms. We examine key issues for competitiveness including operations strategy, innovation, product and process design and development, global supply chain management, quality management, and sustainable operations. Developing a strong appreciation for the contribution of technology and operations to a company's market success is an essential element of effective decision-making for entrepreneurs and leaders of all types of organizations.
SUPPLY CHAIN MANAGEMENT
OPS7572 Supply and Demand Network Management (formerly Supply and Demand Chain Management)
3 credit elective
This course will benefit not only those who expect to assume operating roles, but also those who wish to work on strategy, finance, accounting and sales/marketing, and who ultimately expect to build companies. That's because every business, regardless of size or industry, requires supply and demand chains to function. Effective supply chain management (SCM) integrates the management of goods/services, information, and financial data, from raw materials through to the consumer. The top level objective is to satisfy or exceed customers’ demands and expectations, yet do so profitably. This course is designed to provide students with an integrated perspective of SCM and to develop the capability to analyze existing supply chain operations with intent to develop plans for improvement. Such improvements will be designed with the end goal of enhancing the company’s competitiveness through more effective operational execution. Students will learn to recognize best practices in supply chain management, identify possible barriers to high-performing supply chains, and assess the effectiveness of advanced technologies to potentially improve supply chain execution. There is one prerequisite for this course - completion of an Introductory Operations course.
Evening: MBA8530 or OPS7000 or OPS7200
Fast Track: MBA7335 or (ECN7201 and MIS7200)
One Year: MBA7210 or OPS7200
Two Year: MBA7320 or OPS7303 or OPS7200
This course is usually offered in the fall