Undergraduate Courses

View the list of undergraduate courses offered by the School of Management Strategy & Innovation Department

Graduate Courses

SI750/751 Competition, Innovation & Strategy
“Competition, Innovation, and Strategy” is an integrative course designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured.
Prerequisites: OB712/713, AC710/711, MK723/724, OM725/726
SI874 Entrepreneurial Sales Strategy
Focusing on sales strategy and execution as one of the most critical success factors in building entrepreneurial ventures, the course will enable students to develop the practical knowledge and specific skills necessary to maximize top-line revenue growth for emerging companies. Topics to be covered include direct, indirect and channel sales strategies; implementing pipeline management principles and forecasting techniques; the use of technology in selling; building a sales organization; and the development of strategic partners and alliances. Also covered are the use of sales tools and skills (presentation, negotiation, territory management, and pipeline development), building successful channel partners, and the keys to successful selling including solution selling vs. product selling.
Prerequisites: MK723/724
SI814 Intellectual Property Strategies in Life Sciences and Technology
This course covers the ways in which companies use intellectual property to protect their investments in knowledge assets. Traditionally a concern for technology-intensive businesses, patents, copyrights, trademarks, and trade secrets have become important business tools throughout the knowledge-based economy. A good understanding of what IP assets are and how they work has become essential for managers in all types of organizations. This is not a law course, nor a ―how-to‖ manual – rather it is intended to develop your analytical understanding of fundamental economic and legal aspects of intellectual property systems, and how they drive competition and strategy.
Prerequisites: OB712/713, MK723/724, QM716/717, AC710/711, FE721/722, or permission of the instructor.
SI830 Corporate Strategies for Growth
This course will examine strategies for firm growth that involve expanding the range of the firm’s business activities. We will study strategic logics underlying vertical integration, franchising, related and unrelated diversification, alliances, corporate venturing and spinouts, and other such strategies. We will also study the management challenges associated with these strategies, including designing organizational structures and managerial incentives, managing acquisitions, structuring supplier relationships, and fostering organizational cultures.
SI831 Employer Consulting Project I
For PEMBA students who want to leverage their dual roles as student and employee, this course will allow them to utilize and apply their MBA learning to work on a strategic issue for their current company. The scope, objectives, milestones and deliverables of the project are to be agreed upon by the student, his/her employer and faculty advisor for the course. Periodically over the course of the project the student will have one on one session’s with the professor to report on their progress and receive counseling and feedback in addition to group sessions with other PEMBA students taking SP831 for peer coaching, support and to exchange ideas.
SI832 Employer Consulting Project II
This course is a continuation of SP31 and is for students who are working on a strategic issue with considerable depth and breadth. Due to the possible confidential and sensitive nature of the project at this point there will be no more peer meetings or discussion of the project progress. The deliverables and milestones for this course were agreed to during the project approval phase for SP831.
SI847 Investing in Sustainable Technologies
Investing in Sustainable Technologies introduces students from all backgrounds to the broad issues underlying global sustainability challenges resulting from population growth, resource scarcity, environmental degradation and climate change; emerging technological solutions to those challenges in food supply, water/sanitation, energy, healthcare industries/sectors; and, the structure, operations and methods of the global venture capital industry. The class will take the role of a global venture capital firm and the students will take the perspective of the ―deal sourcing team within the firm seeking to develop a portfolio of early stage, sustainable technologies investments. Students will work in teams focused on specific industries/sectors of interest and identify attractive investment opportunities within the industry/sector. Students will then search for and identify an array of breakthrough technologies related to that sector, connecting emerging innovations from the research lab with market needs/opportunities and assessing attractiveness and commercial feasibility of each, thus collectively crafting a diversified portfolio of sustainable technology-based investments. The course is intended for students with limited/no prior background in sustainability, sciences or technologies. Students with prior experience will make significant contributions to the class from their experience in their field while broadening their knowledge across the full spectrum of topics studied. Formerly “Inventing a Sustainable Future,” students who took that course may not take this one.
SI851 Entrepreneurship
The course explores the characteristics of entrepreneurs, entrepreneurial thinking, and the entrepreneurial process. There are two themes. The first focuses on idea generation, testing the feasibility of the idea in the marketplace, and raising the necessary capital and human resources to achieve a successful start-up venture. The second focuses on a series of dilemmas faced by most entrepreneurs: building an innovative enterprise, use of strategic alliances, attracting funding and managing venture capitalist, setting growth, market, and geographic reach goals, expansion vs. exit, managing intellectual property, contracts, and lawyers, and knowing when to stop. A feasibility study for a new entrepreneurial venture is central to the course. This is a team project with an oral presentation made at the end of the semester.
Prerequisites: AC710/711, OB712/713, QM716/717, MK723/724, FE721/722
SI852 Starting New Ventures
This course focuses on the process of identifying and obtaining the necessary resources to launch an entrepreneurial venture through the development of a business plan. A well-written business plan will communicate the business concept in a way that attracts the various resource providers necessary for the venture’s success. Students will individually develop a business concept and prepare and present a professional business plan. Replaces SP852.
Prerequisites: QM716/717, OM725/726, MK723/724, FE721/722
SI853 Entrepreneurial Management
This course explores the changing demands that a business places on the entrepreneur as it moves from start-up through its phases of growth. The skills, competencies and perspectives required to manage the organization through its growth are considered. There is also a special emphasis on the process of developing the financial resources necessary to fund the venture’s growth. This course will help the student integrate prior learning to perform analyses, considering the strategic, financial, operational, marketing and organizational dimensions of managing the venture. Teams of students will interview CEO’s of entrepreneurial companies to explore and report on the demands and challenges their respective organizations present.
Prerequisites: QM716/717, OM725/726, MK723/724, FE721/722
SI854 Entrepreneurial Finance
The focus of SP854 is on the development of financial and business skills to identify, evaluate, start and manage new ventures. A comprehensive understanding of finance is an essential ingredient in the “recipe” for business success. No longer can the assumptions underlying financial projections be treated as “black boxes.” In many cases, the answer is less important than the analytical process used to calculate it. Readings for the course will primarily be in the form of case studies, and will be supplemented by guest speakers, presentations, and readings from academia and industry.
Prerequisites: AC710/711 and FE721/722
SI856 International Entrepreneurship
This course focuses on international entrepreneurship, covering the development of skills to identify, evaluate, start and manage ventures that are international in scope. Specific topics will include market entry, forming alliances, managing growth and cross-border financing in different regions of the world. Support from local governments and the cultural, ethical, legal, and human resource issues facing the entrepreneur will also be discussed. Readings will primarily be in the form of case studies and will be supplemented with outside articles and guest speakers. Team projects addressing current events, international negotiations, and business strategies will be used to integrate the course material.
SI859 Strategy Implementation
Gain the skills and know-how to manage up and across your organization, passing the normal organizational tests along the way from technical expert to cross-functional integrator to directing the future course of your organization. This is strategy implementation for the middle manager who needs to 1) size-up the situation and 2) determine how to gain the power needed to achieve their objectives. One of the qualitative factors that will be explored in great detail is personal style choice vis à vis different stakeholders and organizational politics and the resultant perceptions of you and your programs. Students will study both successful and less-successful managers through cases and readings, honing their own, personal managerial style. Replaces SP859.
Prerequisites: OM725/726, MK723/724, FE721/722
SI863 Strategic and Financial Analysis and Design
The purpose of this course is to increase students’ awareness of what they already know about business and what they can know through strategic corporate financial analysis. Students will use numeric thinking and documentation to reduce uncertainty and to bring the strategic and limiting factors of managerial decisions into focus. The course is appropriate for students who have financial savvy as well as those who want to develop their analytical capabilities. It is case-based, emphasizing business sense first, and developing through first-hand experience a sense of the strengths and limitations of corporate financial data, financial theory and strategic evaluation models. It stresses fast approximate analysis to achieve managerial insights over precise calculation.
Prerequisites: OB712/713, AC710/711, FE721/722, QM716/717, FE727/730, IS710/711, MK723/724, OM725/726, SP750/751.