212. Business Growth Strategies for Managers
Focuses on management of growth opportunities in industries where applied innovation, usually in the form of technology, people, or processes, creates distinct competitive advantages.
213. New Venture Management
Teaches students how to launch and manage a new business by providing an overview of the start-up process, including how to identify new business opportunities and how to develop a sound operating model, value new ventures, and understand capital financing.
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. Global Competitive Strategy
Explores advanced topics in managing the geographic scope of the firm: locating activities in the right places, which markets to penetrate, horizontal integration across countries, and multinational partnering.
216. Strategic Innovation
Examines how innovations are created inside and outside the firm and are diffused to the market. Focuses on competition in technology-based industries, but also considers how innovation can transform established industries, for better or for worse.
217. Competitive Intelligence
The course focuses on how to design a competitive intelligence program which is a core foundation upon which competitive strategies and execution tactics are developed, assessed, and modified.
218. Business Dynamics
Enhances students' analytical skills by analyzing complex challenges that businesses face and to quickly implement a winning response.
219. Practice of General Management
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.
290. Special Topics in Strategy
Studies in selected areas of strategy. Topics addressed vary each quarter. Past courses include: Corporate Strategy, Topics in Strategic Innovation, Corporate Governance.
MGMT 290. 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.