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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



MIS7555: Cybersecurity 1.5 elective credits The course is designed for the next generation managers who need to appreciate both the technical aspects and business impacts of cybersecurity in the enterprise. Different types of security break from a managers perspective are explored. Students will also learn to design or support cybersecurity initiatives such as a risk management, policy creation, incident response and continuous improvement. The course uses a combination of readings and current events, class discussion and quest speakers for learning. Prerequisites: None

1.50 credits



MIS7560: Bringing the Blockchain to Life: Launching an Initial Coin Offering (ICO) 3 Credit Elective In 2017, more money was raised for blockchain start-ups from Initial Coin Offerings (ICOs) than from traditional venture capital sources. Investment activity at this level has not been seen since the internet boom in the 90s. Blockchain, the underlying technology driving the Bitcoin phenomenon, has the potential to disrupt industries across the board and has the big financial services companies scrambling to figure out how to adopt and adapt before they lose out to the upstarts and new starts. The overall goal of this course is to tap into the entrepreneurial spirit of Babson students willing to learn about this technology, develop a use case, and work in teams to develop a prototype product or service and simulate the raising of start-up capital via a fictitious ICO. Prerequisite: Students are encouraged to have an interest in application and software development

3.00 credits



MIS7565: Blockchain Ventures 1.5 elective credits Blockchain Ventures takes students through a series of frameworks and case studies to highlight the specific benefits of blockchain and its applicability into various markets. Some existing markets, some new markets = new ventures. We will cover introductory overview and get into case studies of new ventures and projects within larger enterprises. We will also cover ICOs and fundraising mechanisms. And the regulatory environment in the US and globally. We will cover cryptocurrencies (bitcoin, ethereum, zcash, ripple, others) and Web3.0, DAPPS and emerging business models in these new frameworks. Prerequisites: NONE

1.50 credits



MIS7580 Independent Research ******Independent research is available for all academic divisions. Registration is manual for students through Graduate Eform approved by a faculty and Office of Graduate Academic Services****** 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 Academic Services. 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 Academic Services. The research project normally carries 1.5 or 3 credits.

3.00 credits



MIS9530 COMPETING ON ANALYTICS 1.5 Credit (Intensive Elective) Meeting Dates: DROP DEADLINE: McKinsey Global Institute is predicting a shortage of over a million managers and analysts with the analytics know-how to make effective decisions. In this course, you will learn about some of the most important analytics-related trends, how enterprises and entire industries are being transformed by analytics, and how to build a competitive data strategy and team. We will also discuss various approaches and tools for analyzing structured and unstructured data. To complement our strategy discussion, we will explore some popular business intelligence tools. You will have the opportunity to get hands-on with a few of these tools. The highlight of this course will be an industry-specific team project employing concepts and best practices discussed in class. Note (1): If you have professional analytics experience, please contact the professor in advance of registering to assure alignment with your interests and needs. Note (2): You will need a reasonably current PC or Mac. Mac users will need to download an app from the Apple AppStore. Details will be provided in advance of class.

1.50 credits



MIS9550: Innovating with Wearable Technology 1.5 credits (Intensive Elective) Meeting Dates: Digital entrepreneurs should be agile experimenters, capable of innovating by combining available technologies and services into digital products and platforms. In this course students will learn about the lean digital startup and follow agile principles to conceive and create a wearable technology device with a clear value proposition. The course will include an introduction to wearable hardware programming and involve hands-on work with an open source wearable technology prototyping platform.

1.50 credits



MOB7503: Experiment to Scale Innovators in all industries are searching for ways to bring products and services to market at an even faster pace and to scale. However, companies face a myriad of challenges that make such growth difficult, namely: environmental uncertainty, unquestioned industry standards, and seemingly stagnant organizational cultures. And while ideating and prototyping new ideas becomes more manageable for firms, bringing those ideas to scale is still elusive Experimentation has recently been revered as the way forward to address these challenges. In this course, students will study historical and more recent experimentation techniques from technology and operations management. Students will compare and contrast these techniques and apply them to a project.

3.00 credits



MOB7522 Leading and Managing Sustainability 3 credit graduate elective The purpose of this course is to provide an understanding of the concept of sustainability thinking and the practical process of sustainability-oriented innovations. Sustainability thinking challenges entrepreneurial leaders to enable the transition to a sustainable economic system, by identifying business opportunities and leading transformation of business culture. Students will learn about the systemic view of sustainability on how organizations can create social value while simultaneously delivering realistic economic returns: repurpose, stakeholder involvement, design & implementation of innovations and metrics development. Students will develop practical knowledge and skillset from design thinking and systems thinking as integral disciplines to manage human, financial, and other resources in innovations that transform businesses. Our goal is to provide the basis for a common language and understanding of the intersection between environmental/social issues and sustainability, innovation and entrepreneurship, business strategy, and organizational culture. Ultimately, students will develop their understanding of how to lead the transformation of a conventional business into a sustainable business. The course has four parts. The first part will give students an overview of the sustainability thinking and allied strategy and the tools for designing the process through which it happens: what dimensions and questions might be considered to evaluate and guide sustainability. Having identified both the challenges and tools associated with sustainability, the second part will make the case for making a product or service sustainable. The third part will shift the discussion to making an organization sustainable and characteristics of sustainability leaders. Finally, the fourth part will reflect on making your life sustainable. Students will explore how to apply ideas from the course to a more sustainable way of living. Students who are interested in any of the following roles may find it useful: An entrepreneur wanting to understand sustainability as a business opportunity An individual or corporate strategy group developing a sustainability strategy An individual or corporate strategy group seeking growth through sustainability innovations A manager deciding whether to invest resources and other infrastructure in a sustainability project A leader wanting to develop a culture of sustainability and organizational change An R&D group aiming to integrate sustainability into its innovation process 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.

3.00 credits



MOB7529: LEADING SUSTAINABLE INNOVATION (Previously titled LEADING AND MANAGING SUSTAINABILITY) 1.5 elective credits MOB 7529 Leading and Managing Sustainability an entrepreneurship, innovation, and strategy intensive 1.5-credit course focused on designing and developing sustainability-oriented innovations for growth. Innovation is the key driver of business growth and essential to sustaining competitive advantage. However, innovation has not been an integral part of an organizations engagement with society. The purpose of the firm has been recognized simply as to create economic value, but its character as a social entity has eroded over time. This course examines how companies integrate environmental and social responsibility into their products, services, processes, and business models with sustainability thinking--from the basic (e.g., cost reduction, compliance) to the inspiring (e.g., entrepreneurial eco-innovations). This effort calls for a systemic view, recognizing and engaging all stakeholders as an integrated whole that generates essential properties from the relationships between each other. In this course, students will 1) learn an integrated systems approach to simultaneously address social responsibility, ecological integrity and value creation; 2) apply design and systems thinking to develop sustainability-oriented innovations; and 3) analyze suitability, scalability and sustainability of innovations and business models from the perspective of entrepreneurs, investors, and managers. The course is highly experiential involving simulations, case studies with protagonists, and design challenges. To integrate sustainability into business strategy and decision-making, the course draws ideas from business strategy, resource economics, design, entrepreneurship, and innovation theory. Students who are interested in any of the following roles may find it useful: An entrepreneur wanting to understand sustainability as a business opportunity An individual or corporate strategy group developing a sustainability strategy An individual or corporate strategy group seeking growth through sustainability innovations A leader wanting to develop a culture of sustainability and organizational change An R&D group aiming to integrate sustainability into its innovation process A financier deciding whether to invest in a sustainability-oriented entrepreneur

1.50 credits



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. Prerequisite: NONE

3.00 credits



MOB7540 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. Prerequisite: None

3.00 credits



MOB7555 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. Prerequisite: NONE This course is typically offered in the following semester: Fall

4.50 credits



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.

1.50 credits



MOB9522 Designing and Managing Services for Growth and Profitability 1.5 credit Intensive Elective Service industries comprise the largest and fastest-growing segment of the U.S. economy and the economy of most developed countries. Moreover, many manufacturing companies are extending their operations to augment their goods production with value-added services. It is imperative for all managers to understand the unique features that are common to service organizations and to comprehend the idiosyncrasies that differentiate one type of service organization from another. This is an operations-based course that focuses on key issues involved with designing, delivering, and improving service operations. This intensive elective will utilize the First Service simulation as teaching vehicle to convey the complexity and interdependencies that exist in service industry. Prerequisites: Evening: OPS7000 or MBA8530 or OPS7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or OPS200 Two Year: MBA7320 or OPS7303 or OPS7200

1.50 credits



MOB 9525: Leading Innovation at Gorillas, Chimps & Monkeys (Formally: Leading Innovation: Creating Organic Growth) 1.5 credit intensive elective There are only two ways to grow: M&A and Organic. Organic Growth is much much much more difficult than M&A. Growth is the only common thing that all types of firms -- start-ups, small, medium, large, family-businesses, non-profits -- have in common. However, how they go about achieving growth could be very very different. This course focuses on how innovation is a mechanism for growth in a variety of firms and situations. If you are going to work for a Gorilla / Chimp (Large / Medium Business): M&A, incremental innovation, risk management and bureaucracy building are all skills and capabilities that are in abundance inside large enterprises. However, organic growth, radical innovation, uncertainty navigation, and entrepreneurial leadership skills and capabilities are all scarcities within large enterprises. Hence, many medium- and large-sized enterprises are creating internal innovation leaders who are able to drive organic growth by building innovation sandboxes and creating and nurturing a culture of innovation. If you are going to start or work at a Monkey (Startup / Small Business): Large firms routinely don't want to cater to certain markets and certain customers. They are very picky in terms of what margins they want and will protect. So, large enterprises do not pursue many opportunities. These spurned opportunities are precisely the ones that start-ups and small businesses should go after. Having a clear understanding of how large firms make their decisions in terms of markets and margins will improve the opportunities for start-ups and small businesses. Also, start-ups and small firms are notoriously lacking in resources. Creativity and Innovation is the primary weapon of the entrepreneur to compete against the Gorillas & Chimps. This course will provide several strategies for start-ups and small businesses to compete against the larger enterprises. If you are from / going-to-join a family business: All family business leaders have to comprehend that Strategy, Innovation and Leadership cannot be discussed independently and in isolation. They are all highly intertwined. At the heart of this triangle sits an even more difficult concept called Culture. Depending on the generational, technological and socio-economic changes that are underway in their countries / industries / businesses, family business leaders have to navigate VUCAH (volatility, uncertainty, complexity, ambiguity & hyperconnectedness) through a careful combination of multi-dexterous skills in terms of Strategy, Innovation, Leadership & Culture. This course will help you gain those multi-dexterous skills.

1.50 credits