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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



MOB9526 #CX #XD Innovation Formerly (#CX #UX #XD) 1.5 credit intensive elective This course will complement an existing graduate 1.5-credit elective called Strategies for Innovation and Growth. It is also a good complement to the Managing Technological Innovation course. As their titles suggest, the latter course is overwhelmingly focused on technology based products and hi-tech industries while the former is focused on how can large firms can create and sustain innovation and growth activities. This course will complement two existing graduate 1.5-credit electives (1) Leading Innovation @ Gorillas, Chimps & Monkeys and (2) Innovation Processes. Course Objective All countries go through life cycles-agriculture, manufacturing, services and knowledge. The majority of the developed world can be considered today to be primarily in the post-service knowledge based industries. Providing services in addition to goods, which were at one time a differentiator for most businesses are more or less commoditized today. 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 post-PC industry, also known as the TIME industry, i.e., the convergence of the Telecom, Information, Media and Entertainment industries and (5) new forms of Designing & Delivering Great Customer Experiences. This course explores the innovations that are driving all these trends as primarily applied to a broad section of service industries-Airlines, Retail, Hospitality, Healthcare, Financial, B2B, TIME and even Not-for-Profits. This course will cover: Understanding the customer psychology and perceptions in service interactions; explore concepts, methods and tools to dream, define, design and deliver great customer experiences; innovative strategies to use customer experience as a differentiator; and how the convergence of digital technologies data, voice & video is helping firms to engage customers in new and innovative ways. Offered in Fall/Spring/Summer

1.50 credits



** Students who have taken MOB7535 (3 credit) Extended Enterprise Management cannot take this course. 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.

1.50 credits



MOB 9540 Extended Enterprise Practicum: Developing Opportunities in Global Ecosystems (Classroom only) 1.5 credit intensive elective Meeting Dates: DROP DEADLINE: Extended Enterprise Management - in Practice Few companies survive 10 years. 60% of start-ups and technological innovations fail. Most government policies create unintended consequences that inhibit good intentions. Economic forecasts have 50%+ error rates. Who beats these odds? How? How do sustainable markets evolve? Which government regulations will affect your organization, how? Which social innovations will actually be adopted by society? The most successful organizations in the world share two behaviors that help them with these questions. 1. They see themselves as real-time members of complex ecosystem networks, far beyond company walls. They know how to stimulate social pull - in addition to the push of marketing and government regulation. They profit because they have mental models of success beyond profit, shareholder value, ROI. They develop organizational reflexes through real-time interactions with all members of their ecosystems. They keep fixed costs low so they can change structure along with unpredictable external forces. 2. Their people at all levels travel the world experiencing first-hand how their actions create - or destroy - value in real time for ecosystem members many network levels away from the company. Toyota calls this going to the Gemba (where the action is). Google has small teams worldwide sensing new things. It is estimated Chinese companies have more than 10 million ex-pats around the world building their markets and supply chains. This course emulates with video and images 3-4 Gemba Walks taken by Babson alums and others as they built or researched new ventures. It seeks to give you practice in this skill by bringing the Gemba to you in the classroom Tesla will not work as planned. It will create unintended environmental consequences. We will see why by traveling 5 network levels into the ecosystems Tesla is affecting. What do firefighters have to do with the success of Tesla? We will see. Trips to Mongolia reveal emerging technology-based global healthcare networks among the 2 billion poorest people on Earth that will change the massive healthcare industries in the developed world. How? The Internet of Things and genomic technology will have powerful effects on the water systems of the world. Water and waste systems are fundamental drivers of economic and technological change worldwide. All global energy systems rely on water. Follow the travels of Babson alums through this world of discovery.

1.50 credits



OIM6300: Programming and Information Technology (3 credits MSBA Core) For Business Analytics: this course covers the latest advances in information technologies from data management to information systems. It also covers Python, the fastest growing tool in business analytics.

3.00 credits



OIM6600: Scaling a New Business within the Enterprise through Digital 3 credit (MSAEL Core) Digitized processes and platforms are an essential approach for leaders to scale major projects and initiatives in an organization. Cloud computing enable digital platforms that focus on operations, employee collaboration, customer relationships, and machine-to-machine connections such as the Internet of Things (IoT) to capture, analyze, and share data and insights. Instead of experimenting in an incubation state, the entire organization has to get involved with the innovation process. In this course, we explore how and when to use these digital platforms. This includes not only the rollout of the digital change from an operations and resourcing perspective, but understanding who the active and passive champions and resistors are and working with them to drive diffusion. We will also discuss operations challenges and solutions associated with moving from a pilot to full scale production. Finally, the course will expose students to emerging technology enablers (e.g. data visualization, 3D printing, robotics, machine learning, augmented/virtual reality tools) and effectively identify the role they can play in the organizations growth and renewal.

3.00 credits



OIM6601: Project Management Under Uncertainty 3 credit (MSAEL Core) This course offers methods and frameworks for commercializing nascent technologies that offer potentially breakthrough value to the market and therefore, enormous reward for the firm, but whose value propositions and applications are highly uncertain at the outset. Aside from readings and cases, students' job will be to undertake a project either from their own organization or one provided by the faculty and, applying the tools and methods of the course, understand the technology, learn how to articulate it in terms of market opportunity, scope out the potential applications, and begin doing the hard work of evaluating the potential of the opportunity, incubating it and determining next steps.

3.00 credits



OIM7500: Business Implications of Emerging Technologies 3 credit elective This course is about the impact of disruptive technologies on companies, markets and society as well as the challenges developing and deploying them to create economic and social advantage. As such the course is concerned with going from lab to enterprise to market, and explores the institutional interplay between technology and industry. It investigates the business dimensions of major technological advances, focusing on four levels of analysis: 1) Emerging technologies. Students will be exposed to several specific areas of science and technology, learn how to understand them and how to articulate their potential impact. 2) Industries. We will consider how the dynamics of established industries change as a result of emerging technologies, and how technology emergence creates new industries. 3) Companies. We look at the impact of technological discovery on individual companies, considering the role of R&D in companies and why established companies are so challenged in the face of breakthrough innovation opportunities. 4) Nations. We study national systems of innovation, examining how different institutional infrastructures within and across countries enable and/or inhibit emerging technologies. Government policy is explored in terms of the important role it plays in technology based innovation systems. Finally, the socio-economic and ethical dimensions of new technology commercialization are explored. Students learn through readings, cases and projects and work to mature a nascent technology into a viable commercial opportunity. The intent is to give students a macro level perspective on commercializing advanced technology and set the stage for a more sophisticated appreciation of how to cope with market, technology, resource and organizational uncertainties when faced with creating new businesses through developing specific applications of advanced technology.

3.00 credits



OIM7800 Operations and Information Management Core MBA **If you have taken and passed OPS7200 you cannot register for OIM7800 as these two courses are equivalent** The main focus of Operations and Information Management (OIM) and Business Analytics (BA) paired courses is on how to make operations and information-related decisions in enabling a firms strategy to create, deliver and capture value for multiple stakeholder classes and improve decision-making skills in a managerial context using data and analytics tools. With an emphasis on building models and clearly communicating the insights generated, this course is designed to help managers effectively incorporate data and expert opinion in their decisions while charting their best course of action (strategy).

2.00 credits



OPS6110 Operations Management In enterprises of any kind, managing operations effectively is essential to success. The course explores the role of operations in enabling a firms strategy, affecting its business model, and in creating extensible systems to capture value for multiple stakeholder classes. Students will identify critical systems, design solutions, and apply problem solving practices in ways that could potentially reset competitive conventions or enable a new initiative or venture to overcome constraints posed by a nascent & uncertain operating environment.

1.50 credits



OPS7200 Technology & Operations Management Technology & Operations Management (TOM) - This course introduces students to the fundamental components of a firms 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.

2.00 credits



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 companys 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. Prerequisites: OPS7200 This course is usually offered in the fall

3.00 credits



OPS7580 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