213. New Venture Management
If you want to be an entrepreneur, manager at an early stage company or an early stage investor this course will cover topics such as how to: identify new business opportunities; value new ventures; develop a sound operating model; understand venture capital financing; understanding an investor presentation and business plan; hone management disciplines appropriate for small companies; and evaluate potential harvesting options and how to create a digital strategy. A digital strategy is not only about the role of technology in business, but also about how evolving technology disrupts traditional business models and operations. Leaders must learn how to anticipate the next disruption and/or develop and lead those disruptive initiatives. Through contemporary case studies students will explore how to use analytical decision making and innovative thought to make increasingly complex strategic decisions in the real world.
214. Entrepreneurship: Planning the New Venture
Project course in which student teams develop a business plan to launch a new venture. The final business plan is presented to an expert panel.
215. Strategy for a Digital Age
The accelerating development of digital technologies has been a dominant force shaping business opportunities (and constraints) since the late 20th century. The exact implications of this trend vary across businesses, markets, and industries and also over time, calling for precise and specific strategic analysis for each situation. Today, firms are still adjusting to the consequences of past digital development, but even as these existing waves of change work their way through the economy, continuing digitalization is creating another, newer wave of developments: blockchain transaction control, true digital manufacturing with tiny modular components, cheap robotics and automation, and the application of artificial neural networks to large data sets, among other emerging capabilities.
Strategy for a Digital Age focuses on applying the unchanging basic principles of strategy, economics, and organization—the “eternals”—to these new developments. Through the study of both historical and contemporary competitive situations, using strategic and economic principles and models, we will work out key underlying digital mechanisms—the “themes”—that shape competition over time, not just for firms producing hardware, software, and information services but also for firms whose businesses are being transformed by the use of digitalization. And we will learn to apply these eternals and themes to contemporary business situations spanning a range of current digital topics.
217. Competitive Intelligence
In a world increasingly defined by the exponential growth in computing power, students will learn how to design, build and operate a competitive intelligence program. A competitive intelligence program assesses a competitor’s strengths and weaknesses across products, advertising and brand platforms upon which digitally driven strategies and execution tactics are developed, assessed, and modified.
The class teaches students the tools and practical examples to define, gather, analyze, and distribute actionable intelligence about products, customers, competitors, and any aspect of the environment needed to support executives and managers in strategic decision making for an organization. Students will learn how to assess a company’s external environment, including the industry and relevant competitors, using traditional as well as the technically advanced tools like massive parallel processing offered by big data architecture to discern elements key to establishing trends and appropriate responses.
218. Business Dynamics
This course emphasizes how firms adapt to changing environments. The topics covered include forecasting, diversification, alliances and acquisitions, turnarounds, sustainable development, innovation management, blue ocean strategies, disruptive innovation, and managing change. The course includes readings and cases. The examples used cover topics the include Facebook’s purchase of WhatApp, transforming industries like telecom, the impact of 3D printing, and others. In addition to the content, the course also offers students a chance to improve their memo-writing, an essential business skill.
219. Practice of General Management
262. Managing Nonprofits
Designed to teach the graduating MBA how the best managers actually manage. Students will develop a toolkit of proven concepts and practices that will help them succeed as managers at any level.
This course examines America's nonprofit sector noting similarities and differences when compared to the for-profit world. As Peter Drucker said, the bottom line for nonprofits is creating changed human beings. That goal is only possible if nonprofit managers focus on three key elements: mission, leadership and sustainability.
Well-run nonprofits employ digital technologies including state-of-the-art database management to track friends and donors, engage with various constituencies, and analyze data that informs the creation of a powerful mission as well as proper internal and external policies and practices. Digital database and CSR management also inform strategies for sustainability, campaign development, and outreach. Successful nonprofits usually have leaders/CEOs who clearly articulate the nonprofit's mission and can rally the staff and the community to embrace that mission, thereby ensuring its ultimate success.
290. Corporate Strategy
Most medium-to-large firms operate in multiple businesses/markets simultaneously. Corporate strategy is the study of how these portfolios, and the way they are jointly managed, affects firm performance. This course will teach students how to answer the questions of which businesses ought to be jointly owned and how they should be governed within the firm.
Digital technologies are having a profound impact on these questions, as they enhance both the ability to coordinate activities across firm boundaries and to control them within a single diversified firm. In addition, new kinds of digital synergies (and dysergies) of shared software architectures, platforms, data streams, etc. are disrupting old patterns of coordination across activities and creating new ones. This wave of change requires fresh thinking in corporate strategy, adapting older models and developing new ones that fit the digital age.