ET&A CREATING AND SCALING EFFECTIVE BUS
MANAGING FOR VALUE CREATION
ORGAN EFFECT IN GLOB CONN BUS
MBA7103 - SLE 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.
CAPSTONE: SIMULATION EXPERIENCE
MBA7150 CAPSTONE: SIMULATION EXPERIENCE
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 during 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
(Formerly titled Business Model Innovation)
Rapid changes in science and technology, a great rebalancing if not fundamental resetting of the global social and economic order, the blurring of traditional boundaries between industry sectors, shifting attitudes towards business and globalization, and greater concern for the environment, to name but a few of the major forces disrupting the world around us, are unleashing major tectonic shifts in multiple industries such as agriculture, clothing and apparel, education, energy, finance, healthcare, manufacturing, media and entertainment, mining and excavation, retailing, telecommunications, transportation, utilities, and even government and nonprofits. During the multi-decade span of one’s career, a business manager and leader can very reasonably expect to be in the throes of such tectonic shifts at least once if not multiple times and must be prepared not just to survive but energetically thrive. During this 3-day interactive, executive-style workshop, students will learn to make sense of the bigger forces and narrower trends driving ecosystem-wide change, envision alternative scenarios for the future, identify implied strategic imperatives for an incumbent enterprise of their choice, and explore necessary transformations in the enterprise. Student learning will be facilitated by an hand-on, integrative approach that seamlessly weaves together concepts and tools from the MBA core curriculum as well the disciplines of entrepreneurship, innovation, technology, finance, marketing, operations, leadership, strategy, social concern, and sustainability. By way of context for student work and learning, students will be able to choose from any of the following five settings: agriculture, currency and payment systems, fashion and apparel, healthcare, and media.
CAPSTONE: CORPORATE ENTREPRENEURSHIP
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.
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
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.
WEALTH MANAGEMENT I & II
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.
CHINA: THE BUSINESS REALITIES
China: The Business Realities
3 credit Elective Abroad
This course is for Fast Track students only.
This elective focuses on the critical strategic and operational issues underlying the successful capture of business opportunities that exist within China. More specifically, this course addresses two basic questions that any business professional would have with regard to his/her enterprise and China:
* What are the business practices with China that bring significant value-added to my company?
* For a company that does business with China, what are the critical operational issues to ensure success?
This course has been designed from the perspective of a business professional whose company has China business and who aims to improve his company’s performance. This course has been designed for the student enrolled in the Babson Fast-Track MBA program.
The course coverage is divided into three parts. The first part is several online sessions before departure for China. The second part is a one-week visit in China. The third part is a session for reflection after the program in China.
The pre-departure sessions will introduce and discuss the prevailing challenges of doing business with China in three contexts -- China as a market, China as a collaborator and China as owner-investor in a non-China company.
The second part of the course, taking place in China, will have visits with companies who can address the critical issues raised in the pre-departure sessions. A distinctive aspect of this course is that priority for industry sector or specific company scheduling will be given to the Fast-Track students’ companies. For example, if a student’s company wishes to host a visit, it would be given priority.
The third part of this will take place after the one-week visit to China. There will be an online session to share reflections and synthesize learning points. Prior to that session, each student will be required to submit a paper which demonstrates his or her grasp of the successful business practices for a company’s engagement with China. The paper will be written after the student returns from China.
Prerequisites: Completion of all Fast Track core courses.
SELLING IDEAS PROD AND SERVS TO EXECS
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
CORPORATE SOCIAL RESPONSIBILITY
MBA9506 Corp Social Responsibility
1.5 credit intensive elective
Over the past half century conventional opinion about the relationship between ethics and corporate social responsibility has undergone a vast transformation. Fifty years ago many believed that CSR should have nothing to do with the company's core strategy in order to insure the moral purity of the CSR effort. Today, one influential school of thought holds that CSR should drop any pretense of a "moral appeal" and should be integrated as closely as possible with business strategy. This course explores this tension and raises the possibility that there is a possible paradox in business strategy, a possibility that the most effective strategy is at least partly non-strategic, is at least partly moral in motivation.
There will be reading to do before the course begins and a short deliverable due at the first meeting of the course.
WEALTH MANAGEMENT I
MBA9520 Wealth Management Part 1 – Tax, Estate, and Investment Planning
1.5 credit intensive elective
There are 6 pillars of wealth management – tax planning, estate planning, investment planning, retirement planning, education planning, and risk management (asset protection and insurance).
Part 1 examines tax planning – an overview of the income tax system, capital gains, alternative minimum tax, Roth conversion, charitable gifting techniques, and the latest on the Bush tax cuts. Then estate planning covers an overview of the estate and gift tax, standard estate planning documents you need, use of trusts, life insurance in estate planning, and advanced techniques. Finally investment planning starts with basic investment objectives, then modern portfolio theory is covered including expected returns, measures of investment risk, the degree of correlation among investments and asset classes, and the concept of the efficient frontier. Specific types of investments are discussed such as mutual funds, commodities, TIPS, stocks, fixed income, real estate, gold, and exchange traded funds. Asset allocation, inflation, annuity investing, and specific decisions such as leasing versus buying are also covered.
Part 1 covers the topics 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.
LEADING ENTREPRENEURIAL ACTION PROJ
LEAP is a yearlong experiential course and serves as the foundation for the MSM program. The course is designed as an
integrated learning experience that integrates design, entrepreneurship, and organizational behavior. The course is
structured as a project-based course in which students will work in small, independent groups as they identify, design,
develop, and prepare to launch a new opportunity. Students will develop a deep understanding of the intersection
between design principles and fundamentals of entrepreneurship. Students also will learn how to work effectively in a
group and organization, critical to the success of any new opportunity. Cocurricular resource sessions will provide
students with essential awareness of legal issues that might impact the implementation of their projects.
LEAP:LEADING ENTREPREN ACTION PROJECT
LEAP is a yearlong experiential course and serves as the foundation for the MSM program. The course is designed as an integrated learning experience that integrates design, entrepreneurship, and organizational behavior. The course is structured as a project-based course in which students will work in small, independent groups as they identify, design, develop, and prepare to launch a new opportunity. Students will develop a deep understanding of the intersection between design principles and fundamentals of entrepreneurship. Students also will learn how to work effectively in a group and organization, critical to the success of any new opportunity. Cocurricular resource sessions will provide students with essential awareness of legal issues that might impact the implementation of their projects.