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



EXP7501 Inventing Your CareerNon-linear careers are the new normal. Does this mean that the days of professional advancement are over? It is said that those with a plan will succeed. As freshly hired graduate interns, you have an opportunity to test your chosen field of work and apply what you've learned from the first year of your Babson program, all while inventing your career. In this course, you will make informed career decisions by taking the time to mindfully reflect on your internship experiences. You will become equipped with the strategies needed to take ownership of your career development and choices. Assigned readings, on-line discussions and reflection pieces will get you to think critically about your individual career goals. By the end of the semester, you will gain expertise in an important lifelong skill: self-managed career development.

0 credits


EXP7502 Inventing Your Career IIIn this second iteration of Inventing Your Career you will be given a space to conduct comparisons between your summer internship and fall internship experiences. By now you have acquired the foundational skills for self-managed career development, a lifelong skill. During the fall internship you will be asked to intentionally apply this framework in order to navigate the final year of your MBA and beyond.

0 credits


EXP7503 Inventing Your Career III

Congratulations on completing EXP7501 and EXP7502 and for starting your third internship experience. Similar to EXP7502, you will be required to conduct weekly reflections through a digital journal. Journaling helps track accomplishments, learn from failures, and serves as a log for professional stories that can be used during job interviews. Through the process of journaling you will become a "STAR" job candidate! STAR candidates are those who take the time to reflect and assess their career using the STAR framework you employed in your reflections during EXP7502. By the end of the course you will be able to articulate professional successes, failures, challenges and opportunities to differentiate yourself as you embark on your post-MBA career.

0 credits


MBA7150 Capstone: Simulation Experience

0.5 CreditsIn 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.

0.5 credits


MBA7201 Capstone: The CEO

2 CreditsComplementing the Strategy course and integrated with it, the Evening MBA capstone course is focused on the job, perspective, and agenda of the CEO because the CEO is ultimately responsible for a company's strategy and its overall performance. It is also an occasion for students to draw upon the knowledge gained from other core and elective courses taken in the program.

Prerequisites: MOB7200, EPS7200, QTM7200 and MKT7200

2 credits


MBA7350 Capstone: Babson Consulting Alliance Project (BCAP)

2 CreditsOne of Babson's signature learning experiences is the Babson Consulting Alliance Program (BCAP). BCAP plays an integral role in helping students integrate their classroom knowledge into sound business practices. First-year MBA candidates are matched with alliance companies from industries in which they have expressed a career interest. Guided by an advisor, BCAP teams work directly with company representatives to complete a project. The BCAP project is designed to address specific alliance company needs and will focus on solutions to real business problems. Past projects have focused on topics such as market segmentation, organizational design, performance measurement, activity analysis, and costing skills that are developed in the MBA curriculum. Typically, the project concludes with a written report and a presentation with recommendations from the team to company executives. Babson's context of experiential learning involves a three-part accountability structure: Peer group learning, an academic advisor and curriculum, and a client sponsor.

2 credits


MBA7400 Startup Foundations

0.5 CreditsThe 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.

0.5 credits


MBA7401 Disruptive Change and Enterprise Transformation
(Formerly Business Model Innovation)
1.5 Credits
Industry: 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.

1.5 credits


MBA7402 Capstone: Corporate Entrepreneurship

6 CreditsThe 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.

6 credits


MBA7501 Doing Business Globally: Highways and Landmines
1.5 Elective Credits
Doing Business Globally: Highways and Landmines (DGB) is a 1.5 credit course that combines Accounting, Economics, Entrepreneurship, Finance, and other disciplines. This course will focus on identifying opportunities, assessing and navigating risks, harvesting rewards, and understanding the economic environment of export countries. It has been developed with the AACSB's following statement in mind: _The shift toward more experiential learning and business engagement will mean that business schools may be seen increasingly as learning laboratories rather than as the traditional classroom learning environment." (AACSB, A Collective Vision for Business Education (, 2016) p. 9.)

Among the disciplines and topics for this course will be:
-Accounting: Accounting will focus on allocating income streams, foreign exchange transactions, positions, and exposures, and international tax issues (i.e., both income tax, VAT, and U.S. sales tax),
-Entrepreneurship: Entrepreneurship will focus on assessing risks, choosing the right export market, common mistakes, competitor analysis, creating and reinforcing value networks, customer support, distributor relationships, financing, focusing on your core, identifying opportunities, logistics, prepping before going global, supplier relationships, supply chain issues, understanding the complexities, customer loyalty, and working capital concerns,
-Economics: International macroeconomics will focus on reading the economic and financial pulse beat of export markets. It will explain the interrelationship among the nation's or currency area's credit market, goods and services market, and foreign exchange market. Among the major macroeconomic performance indicators are real gross domestic product, inflation, unemployment, interest rates, exchange rates, balance of payments, stock market, banking system, government budget balances, foreign direct investment, and environmental quality.
-Finance: Finance will focus on hedging global risks, such as foreign exchange, interest rate, and counterparty exposures.
-Other: Among the other areas we intend to cover are cultural issues, customs' duties and international trade document, e-commerce strategies, insurance, law, legal obstacles, marketing, pricing, regulation, and compliance

Prerequisites: None

1.5 credits


MBA7506 Covid Sprint
3 Elective Credits
The Covid Sprint is an intensive five week learning and problem-solving experience. Hosted by the Future Lab on Mobility at Babson College and made possible by the generous support of the Toyota Mobility Foundation, the Sprint will deploy small teams made up of graduate and undergraduate students, Babson faculty members experienced in real-world problem solving, and subject matter experts. Each team will be paired with an organization or business, and will work to develop innovative solutions to mobility related challenges in the Covid 19 pandemic and its aftermath. Because these problems are urgent and cannot wait to be solved at a more convenient time, the work of the Sprint will begin this month and run in a 5 week project "sprint". This course and the subsequent project work will be conducted remotely, but work will take place synchronously and asynchronously. A collateral benefit of these constraints is that the Covid Sprint teams will be pioneering methods of problem solving that might be needed if the pandemic is slow to abate or reappears in the "sawtooth" pattern that is expected by some epidemiologists.

3 credits


MBA7509 Decisions, Decisions, Decisions - How Managers Make Good and Bad Choices
3 Credits
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.

Prerequisites: None

3 credits


MBA7540 Measuring and Achieving Strategic Results
(Formerly ACC7540)

3 CreditsStrategy 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)
Blended: ACC7201
One Year: ACC7201
Two Year: ACC7201

3 credits


MBA7541 Conscious Capitalism: How Business can Heal our World
(Formerly Building and Leading Conscious Business)

3 CreditsBusiness-as-usual is no longer an option. It has led to rising income inequality, devastated ecosystems and widespread social unrest. We are at a turning point in how we think about the role and purpose of business in society, with both the Business Roundtable and the World Economic Forum recently issuing calls for Stakeholder Capitalism and purpose beyond profit. Led by the co-founder of the fast-growing global Conscious Capitalism movement (, this course immerses students in a new business philosophy that challenges business leaders to re-imagine why their organizations exist and to consciously create long-term value for all stakeholders, including society and the planet. Research shows that companies that embody the principles of Conscious Capitalism substantially outperform their peers financially over the long term, while simultaneously promoting intellectual, social, cultural, emotional, spiritual, physical and ecological well-being. Students will learn in depth how to implement the tenets of Conscious Capitalism: higher purpose, stakeholder orientation, conscious leadership and caring cultures. In addition to discovering their personal higher purpose, they will critically examine the evidence on the impact of practicing Conscious Capitalism on the tangible and intangible well-being of all stakeholders; develop an understanding of systems thinking as an essential discipline for the practice of Conscious Capitalism; learn how to transform a conventional business into a conscious business; and embark on a lifelong journey of personal transformation to become more conscious human beings and leaders. The course incorporates a blend of discussions, interactive exercises, guest speakers, personal mastery exercises and a group project that entails performing a Conscious Business Audit of a company.

3 credits


MBA7546 Wealth Management
3 Blended Credits
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!

Prerequisites: None

3 credits