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2014 Hult MIB Elective Catalog

Module D Electives

CampusLocation of electiveSectionIf multiple sections of an elective are offered, be certain to choose the right section when registering: [Campus Abbreviation]1 or [Campus Abbreviation]2.Dept.The elective's academic discipline.Course DescriptionShort summary of the elective's subject matterFacultyFaculty member who will teach the courseScheduleDates and times of each class session. Check for schedule conflicts; students may not register for electives with overlapping schedules.Rotating full-time students will be assigned to a mandatory Rotation Orientation on the first day of their module. See myHult for more details.Faculty Biographies Select faculty member from the drop-down menu.

RegistrationRotationCampusesOverviewPreparation OverviewBostonSelecting ElectivesRotation EligibilityDubaiLondonBegins:Campus ExpectationsNew York15 February, 15:00 GMTAcademics v. LocationSan Francisco (check local time zones)Job SearchShanghaiEnds:Professional Network24 February 23:59 PST

see myHult > Rotation for full details -

Module DModule D 2014HomeCampusSectionCoursenameDept.Course DescriptionFaculty18-May-201419-May-201420-May-201421-May-201422-May-201423-May-201424-May-201425-May-201426-May-201427-May-201428-May-201429-May-201430-May-201431-May-201401-Jun-201402-Jun-201403-Jun-201404-Jun-201405-Jun-201406-Jun-201407-Jun-201408-Jun-201409-Jun-201410-Jun-201411-Jun-201412-Jun-201413-Jun-201414-Jun-201415-Jun-201416-Jun-201417-Jun-201418-Jun-201419-Jun-201420-Jun-201421-Jun-201422-Jun-201423-Jun-201424-Jun-201425-Jun-201426-Jun-201427-Jun-201428-Jun-201429-Jun-2014BostonBOS1Business ExecutionMGTThis course enhances students' abilities to lead others, to work effectively in teams, and to plan, implement and manage complex projects. The course is hands-on application oriented, calling upon stuents to demonstrate decision-making and problem solving practices. The course is built around a global management simuation, which immerses students in a competitive decision-making environment, and provides a motivating laboratory where students practice the strategies and tools they have learned.John Kerrick - - - - - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - 04:30 PM - 07:30 PM - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - 01:00 PM - 04:00 PM - - - - - - - - - - BostonBOS1Change ManagementMGTChange is now a constant in the business world and the ability to navigate its choppy waters and even encourage change is what separates extraordinary businesses from the rest of the pack. The ability to lead and inspire change is fast become the most important quality that a business leader possesses. The underlying purpose of this module is to develop awareness and understanding of the particular dynamics of initiating, managing and controlling successfully change in different business contexts and to develop skills required to examine its personal, interpersonal and organisational impact. This is particularly critical at a time when businesses are being forced to look towards international markets for survival and growth. Thus, it is the overall aim of the course to acquaint students with the resources and measures to cope with the nature and complexity of change in an international context, including a deep understanding of effects of different leadership styles, and improved ability to involve themselves with stakeholders.Sheen Levine - - - - - - - - - - 04:30 PM - 07:30 PM - - - - - - 04:30 PM - 07:30 PM - 08:30 AM - 11:30 AM - - 04:30 PM - 07:30 PM - 04:30 PM - 07:30 PM04:30 PM - 07:30 PM - - - - - - 04:30 PM - 07:30 PM04:30 PM - 07:30 PM - - 04:30 PM - 07:30 PM04:30 PM - 07:30 PM - - - - - BostonBOS1Corporate FinanceFINThis course expands upon the work undertaken in Financial Management with an emphasis on financial decision-making under uncertainty. The aim of the course is to understand the role of corporate finance within a corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm. Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy, application of financial practices to non-corporate entities, ethics, and international finance. Through case discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms, much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.Gonzalo Chavez - 04:30 PM - 07:30 PM08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - - - - - - - - - - 08:30 AM - 11:30 AM - - - 01:00 PM - 04:00 PM08:30 AM - 11:30 AM01:00 PM - 04:00 PM08:30 AM - 11:30 AM - - - - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM - - - - BostonBOS1Design Thinking 2.0ENT"Students will study and learn the skills essential to directing and managing innovation initiatives for developing new products and services. Drawing from the best practices of leading innovation consulting firms, top corporations and successful start-ups, students will focus on the 4 core elements essential to building the capabilities necessary for success in corporate and entrepreneurial settings. The class will be an engaging mix of lectures, guest speakers, case studies, simulations and a real final innovation projects. 1. Anthropology Students will study case studies revealing the latest anthropological or observational methods, tools and theories, and do detailed, practical anthropological work on real business products and services. 2. Cross-Pollination. Students will study case studies of successful corporate and entrepreneurial cross-pollinations, (crossing industries, expertise or cultures) develop an analytical framework of proven avenues for cross-pollination in key industries, and perform targeted cross-pollinations on specific innovation challenges. 3. Ideation. Students will study the latest ideation and brainstorming methods of IDEO, Jump, Frog Design, Ziba, and develop a 3-step ideation process model for an innovation program. 4. Protyping. Students will study modern prototyping tools (storyboard, simulations, 3D printing, etc.) and skills, and practice prototyping for new business models, new services, and new physical products and technology."Mike Grandinetti - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - BostonBOS1Digital Marketing & Social MediaMKTMarketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning, marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of social media, there has been a fundamental shift away from the marketing message coming from the organisation in question and towards recommendations of products and services through online fora, social networks and gamification. This course acts as an introduction to digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile; bridging offline and online; from local to social, including social networks and the full range of social media tools. This course covers everything that exists online and how few organisations can ignore its impact.Dan Weingrod - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - BostonBOS1Entrepreneurship: Business Building & GrowthENTThe course focuses on growth companies and what is so special about them. The intention is that you as a participant in this course will get an idea of what are the biggest challenges for growth companies and the individuals who start and run such businesses. The course focuses particularly on new and smaller companies with the aspiration to grow internationally. Such companies show a slightly different behavior than regional, established or larger businesses. The ultimate goal is that you have an idea of what it takes to start and build a growing company or to work in such an enterprise after graduation.Jan Sten - 04:30 PM - 07:30 PM - - 08:30 AM - 11:30 AM - - - - 01:00 PM - 04:00 PM - - - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - - 01:00 PM - 04:00 PM - 08:30 AM - 11:30 AM - - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - BostonBOS1International InvestmentsFINIn a globalised world as we are living today can someone be a successful financial practitioner without having a global perspective of international investments? While having the possibility of investing globally has many clear advantages, an international investor is faced with a complex task. The financial markets throughout the world are quite different from one another, and information on them is sometimes difficult to obtain. Trading in different time zones and languages further complicates the task. But the most important aspect of international investments is the use of multiple currencies. Successful international investors have to understand that their decisions will be greatly influenced by variables such as exchange rate policies, trade policies, international accounting standards, etc. The goal of this course is to equip the students with the tools needed for the analysis of international investments and portfolio management. This course will focus on four main areas of international investments: (1) asset pricing in emerging markets (2) financial instruments for risk management, (3) exchange risk management, and (4) international financing and investment issues.Gonzalo Chavez - - 04:30 PM - 07:30 PM - 04:30 PM - 07:30 PM - - - - 04:30 PM - 07:30 PM - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - 01:00 PM - 04:00 PM04:30 PM - 07:30 PM01:00 PM - 04:00 PM - - - 04:30 PM - 07:30 PM - - 01:00 PM - 04:00 PM - - - - - - - 08:30 AM - 11:30 AM - - - - - - - - - BostonBOS1Project ManagementMGTThe rapid pace of technological innovation has lead to companies and individuals needing to organize themselves to face up to managing a range of projects. But why are there so many project management methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same thing? How can project management knowledge, skills and insights help in developing academic credibility? Why do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the students will develop a critical appreciation and understanding of project management methodologies such as waterfall and agile and how to apply them to different types of projects. - - 01:00 PM - 04:00 PM08:30 AM - 11:30 AM - - - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - - - 08:30 AM - 11:30 AM - - - - BostonBOS1Project Quality and Risk ManagementOPSFor Project Management Specializtion students only. Required for PM specialists. - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - - - - - - - - - - - - - - - - BostonBOS2Entrepreneurship: Business Building & GrowthENTThe course focuses on growth companies and what is so special about them. The intention is that you as a participant in this course will get an idea of what are the biggest challenges for growth companies and the individuals who start and run such businesses. The course focuses particularly on new and smaller companies with the aspiration to grow internationally. Such companies show a slightly different behavior than regional, established or larger businesses. The ultimate goal is that you have an idea of what it takes to start and build a growing company or to work in such an enterprise after graduation.Jan Sten - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - - 04:30 PM - 07:30 PM - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - - 04:30 PM - 07:30 PM - 01:00 PM - 04:00 PM - - - - 04:30 PM - 07:30 PM06:00 PM - 09:00 PM - - - BostonBOS2Project ManagementMGTThe rapid pace of technological innovation has lead to companies and individuals needing to organize themselves to face up to managing a range of projects. But why are there so many project management methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same thing? How can project management knowledge, skills and insights help in developing academic credibility? Why do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the students will develop a critical appreciation and understanding of project management methodologies such as waterfall and agile and how to apply them to different types of projects.Jim Slusser - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Business Analytics for Managerial Decision MakingQTMGiven the ever-increasing data deluge which floods firms (big data), a competitive "edge" can be gained by managers who appreciate the importance of statistics and analytical techniques to drive corporate strategy through the adoption of data-driven decision-making. Effective managers will be able to bridge the current gap between data analysts and management using their knowledge of analytical techniques, being able to formulate and solve business problems while communicating results in plain English to managerial decision makers to take action. Business Analytics is a hot topic. Its early adopters have already gained significant competitive advantages.This course offers a survey of the techniques and tools applied under the umbrella of Business Analytics by studying applications (for example, customer relationship management and e-commerce) in a range of industries.Mouwafac Sidaoui - - - - - - - - - - - - - - - 07:00 PM - 10:00 PM - - 07:00 PM - 10:00 PM - - - 07:00 PM - 10:00 PM - - 07:00 PM - 10:00 PM - - - 07:00 PM - 10:00 PM07:00 PM - 10:00 PM - 07:00 PM - 10:00 PM - - 07:00 PM - 10:00 PM - 07:00 PM - 10:00 PM - 07:00 PM - 10:00 PM - - - DubaiDUB1Digital Marketing & Social MediaMKTMarketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning, marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of social media, there has been a fundamental shift away from the marketing message coming from the organisation in question and towards recommendations of products and services through online fora, social networks and gamification. This course acts as an introduction to digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile; bridging offline and online; from local to social, including social networks and the full range of social media tools. This course covers everything that exists online and how few organisations can ignore its impact.Dan Weingrod - - - - - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM09:00 AM - 12:00 PM09:00 AM - 12:00 PM09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM - - - - - - - - - - - - - - DubaiDUB1Digital Marketing & Social MediaMKTMarketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning, marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of social media, there has been a fundamental shift away from the marketing message coming from the organisation in question and towards recommendations of products and services through online fora, social networks and gamification. This course acts as an introduction to digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile; bridging offline and online; from local to social, including social networks and the full range of social media tools. This course covers everything that exists online and how few organisations can ignore its impact.Dan Weingrod - - - - - - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - DubaiDUB1Family BusinessesENTFamily businesses (both private and publicly-traded) are the predominant form of business in the world. In many Middle East, Asian economies and South American economies such as Brazil or even European countries such as Germany they dominate a large part of the private sector. Knowledge of family business is surprisingly sparse, even among people who grow up in a family that owns a business. Most people know about family business second-hand, from relatives, friends, or from the press. Some of you may not work in the family firm but may become involved in family firms as investors, managers, or consultants. The issues you will confront when building, managing and sustaining family business are thus relevant to your career. To be effective when managing or interacting with a family firm, knowledge of their evolution, internal dynamics, and guiding philosophy, can therefore be crucial. Based on our research, and our ongoing work with family firms, the course aims to make you aware of issues related to creation, continuity, mode and extent of growth, and the processes that transform family businesses into non-family busineses. It aims to expand your ability to work effectively and professionally in, and with, family businesses, balancing the imperatives of effective management with sensitivity to family dynamics. In sum, the course will benefit participants who: are members of a business owning family may one day work for a family owned business will serve family owned businesses in their capacity as accountants, lawyers, bankers, or management consultants.Dennis Jaffe - - - - 10:00 AM - 01:00 PM01:30 PM - 04:30 PM10:00 AM - 01:00 PM09:00 AM - 12:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Family BusinessesENTFamily businesses (both private and publicly-traded) are the predominant form of business in the world. In many Middle East, Asian economies and South American economies such as Brazil or even European countries such as Germany they dominate a large part of the private sector. Knowledge of family business is surprisingly sparse, even among people who grow up in a family that owns a business. Most people know about family business second-hand, from relatives, friends, or from the press. Some of you may not work in the family firm but may become involved in family firms as investors, managers, or consultants. The issues you will confront when building, managing and sustaining family business are thus relevant to your career. To be effective when managing or interacting with a family firm, knowledge of their evolution, internal dynamics, and guiding philosophy, can therefore be crucial. Based on our research, and our ongoing work with family firms, the course aims to make you aware of issues related to creation, continuity, mode and extent of growth, and the processes that transform family businesses into non-family busineses. It aims to expand your ability to work effectively and professionally in, and with, family businesses, balancing the imperatives of effective management with sensitivity to family dynamics. In sum, the course will benefit participants who: are members of a business owning family may one day work for a family owned business will serve family owned businesses in their capacity as accountants, lawyers, bankers, or management consultants.Dennis Jaffe - - - - 02:00 PM - 06:00 PM05:30 PM - 09:30 PM02:00 PM - 06:00 PM01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Islamic FinanceFINA comprehensive and practical exposure to the world of, growing and increasingly relevant, Islamic Finance. Students will be exposed initially to theoretical underpinnings and essential postulates of Islamic Finance followed by the overview of macroeconomic fundamentals and role of Islamic Finance. The course will discuss, where appropriate using case study approach, Islamic finance contracts and instruments commonly used. Structure of Islamic finance institutions and their current issues such as regulation, corporate governance and liquidity management will be discussed. Islamic capital markets and sukuk (Islamic bonds) structuring and issuance will be elaborated with practical examples. Throughout the course similarities and differences between Islamic and conventional finance will be addressed and contextualized highlighting their impact on the financial industry, markets and economic development.Omar Fisher04:00 PM - 07:00 PM - 04:00 PM - 07:00 PM04:00 PM - 07:00 PM - - - 04:00 PM - 07:00 PM - 04:00 PM - 07:00 PM04:00 PM - 07:00 PM - - - 04:00 PM - 07:00 PM - 04:00 PM - 07:00 PM - - - - 05:00 PM - 08:00 PM - 05:00 PM - 08:00 PM - - - - - - - - - - - - - - - - - - - DubaiDUB1LeadershipMGTHow is leadership differentiated from management? What is the impact of effective leadership on organizational behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and power? This course explores definitions, models, and individual styles of leadership, set in the context of contemporary global business practices and intercultural interactions. Yasar Jarrar - - - - 10:00 AM - 01:00 PM01:30 PM - 04:30 PM10:00 AM - 01:00 PM09:00 AM - 12:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - DubaiDUB1LeadershipMGTHow is leadership differentiated from management? What is the impact of effective leadership on organizational behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and power? This course explores definitions, models, and individual styles of leadership, set in the context of contemporary global business practices and intercultural interactions. Yasar Jarrar - - - - 02:00 PM - 06:00 PM05:30 PM - 09:30 PM02:00 PM - 06:00 PM01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Luxury MarketingMKTLuxury goods occupy a distinct position in the global economy and fascinates consumers. Indeed despite the threat of recession, the luxury sector has consistently been growing in the past few years. This course investigates the main drivers drivers behind this growth and what characterises the luxury industry. We begin by asking what defines luxury and offer an overview of luxury sector. We then take a look at geographic trends with the rise not only of Asia, but also Africa as regions of growth for luxury. We also investigate consumer behaviour, positioning, the different categories in the luxury sector, (from small-luxuries to hotels, art, watches and clothing), how luxury is marketed and distributed, the impact of social media, as well as key brands in the sector. Finally this course will consider how a new luxury product or services can be created and positioned successfully.Donelda McKechnie - - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Management PsychologyMGTYour success in business relies on your skills in leading and influencing others. Even the most technically-skilled managers must be able to persuade, motivate, and engage others including direct reports, peers, customers, and executive teams. The sciences of cognitive and social psychology have produced many reliable findings about the factors that influence attitudes, beliefs, behavior and motivation. On this course, you will gain an understanding of these findings, and develop your ability to apply them to advance your career success, make change and manage others effectively. Based on a strong scientific foundation, you will gain new skills in persuading others, portraying confidence, gaining trust, changing group behavior, influencing organisational culture, and manipulating attitudes, motivation and even performance levels in your people. If you want to influence organisations and communities, then Management Psychology will improve your chances of success.Ali Fenwick - - - - - - - - - - - - - - 07:00 PM - 10:00 PM - 07:00 PM - 10:00 PM07:00 PM - 10:00 PM - - - 07:00 PM - 10:00 PM07:00 PM - 10:00 PM07:00 PM - 10:00 PM07:00 PM - 10:00 PM - - - 07:00 PM - 10:00 PM - 07:00 PM - 10:00 PM07:00 PM - 10:00 PM - - - - - - - - - - - DubaiDUB1Mgt, Strategies, and Business Models for Emerging MarketsSTRThis course has four aims: (i) to provide the participants with a broad understanding of the conceptual and empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets (BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive innovations; institutional voids and market entry and escalation.Yusaf Akbar - - - - - - - - - - - 10:00 AM - 01:00 PM01:30 PM - 04:30 PM10:00 AM - 01:00 PM09:00 AM - 12:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Mgt, Strategies, and Business Models for Emerging MarketsSTRThis course has four aims: (i) to provide the participants with a broad understanding of the conceptual and empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets (BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive innovations; institutional voids and market entry and escalation.Yusaf Akbar - - - - - - - - - - - 02:00 PM - 06:00 PM05:30 PM - 09:30 PM02:00 PM - 06:00 PM01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Service Operations ManagementOPSEvery organization has customers, who are referred to in a variety of ways including clients, patients, guests, passengers, students, and even customers. In todays highly competitive environment, how firms interact with their customers is a major factor in determining their long term success. The core offering of most companies, be it an automobile or a hotel room, a personal computer or an airplane seat, is usually viewed as a commodity, generating little or nor profits. Firms therefore need to differentiate themselves in the marketplace, and the service they provide to their customers in terms of how they interact with them appears to provide that competitive advantage. This course focuses on the design and execution of the service delivery process that involves both the service provider and its customers in the co-creation of value. This requires a transdisciplinary approach to be not only effective in satisfying customer requirements but also efficient in eliminating waste and managing costs. Included in this transdisciplinary approach are the operations, marketing, human resource management and information technology functions of an organization (although emphasis is placed on the operations function). In addition, the course presents some of the supporting processes that are also part of the service delivery process that when taken together comprise the overall service system or service organization.Merwyn Strate - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - 01:00 PM - 04:00 PM - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - 01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - - - - - DubaiDUB1Stakeholder Engagement and Strategic CommunicationMGTWith increasing societal demands, greater communication technology, and multiple, sometimes conflicting needs and motivations, the ability to engage stakeholders and communicate with them effectively is shaping up to be one of the core management competencies of the 21st century. This is becoming particularly evident in emerging markets, where the inability to create effective dialogue often results in failed strategies, damaged reputations, and lost economic value. Whether a corporation, institution, or entrepreneur, it has become a management imperative to understand who matters and why, and how to then engage them constructively in pursuit of shared goals. We will cover both internal and external communications, from employee engagement to investor relations, to addressing activists to changing behaviors of consumers in the developing world. Based on current best practices and using a team teaching approach (?), we will look at how to align aspirations, needs and motivations, consider effective ways at inspiring, involving and informing, and understand some of the channels available to reach those critical to organizational goals. This course will help students develop both the mindset and the skills to address this very fundamental and strategic management issue.Joanne Lawrence - - - - - - - - - - - - - - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - - 09:00 AM - 12:00 PM09:00 AM - 12:00 PM - - - - - - - - - - - - - DubaiDUB1Women in LeadershipMGTToday there is an explosion of research, forums, white papers, book and discussions around Womens Leadership. All over the world in every sector and community we find women leaders. Many are hidden and would never describe themselves as such but they are leading and inspiring, raising the next generation and changing the world. More and more women are achieving higher education and selecting business as their professional career path. And though women in business continue to climb the corporate ladder and pierce glass ceilings they are doing so at a much reduced rate than their peers from generations before. Many are lagging behind when it comes to receiving promotions, serving on boards and moving into key decision making roles and as such are opting out when they reach the leadership phase of their careers. This course will take students out of their comfort zone and engage them in new approaches and frameworks for understanding and appreciating women in leadership. Highly interactive and engaging, well lay the foundation for participants to further develop their own notions of what their personal leadership style is as well as inspire new levels of success.Cari Guittard - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 10:00 AM - 01:00 PM01:30 PM - 04:30 PM10:00 AM - 01:00 PM09:00 AM - 12:00 PM - - - - - - - DubaiDUB1Women in LeadershipMGTToday there is an explosion of research, forums, white papers, book and discussions around Womens Leadership. All over the world in every sector and community we find women leaders. Many are hidden and would never describe themselves as such but they are leading and inspiring, raising the next generation and changing the world. More and more women are achieving higher education and selecting business as their professional career path. And though women in business continue to climb the corporate ladder and pierce glass ceilings they are doing so at a much reduced rate than their peers from generations before. Many are lagging behind when it comes to receiving promotions, serving on boards and moving into key decision making roles and as such are opting out when they reach the leadership phase of their careers. This course will take students out of their comfort zone and engage them in new approaches and frameworks for understanding and appreciating women in leadership. Highly interactive and engaging, well lay the foundation for participants to further develop their own notions of what their personal leadership style is as well as inspire new levels of success.Cari Guittard - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 02:00 PM - 06:00 PM05:30 PM - 09:30 PM02:00 PM - 06:00 PM01:00 PM - 04:00 PM - - - - - - - DubaiDUB2Mgt, Strategies, and Business Models for Emerging MarketsSTRThis course has four aims: (i) to provide the participants with a broad understanding of the conceptual and empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets (BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive innovations; institutional voids and market entry and escalation.Yusaf Akbar - - - - - - - - - - - - - - - - - - - - - - - - - 10:00 AM - 01:00 PM01:30 PM - 04:30 PM10:00 AM - 01:00 PM09:00 AM - 12:00 PM - - - - - - - - - - - - - - DubaiDUB2Mgt, Strategies, and Business Models for Emerging MarketsSTRThis course has four aims: (i) to provide the participants with a broad understanding of the conceptual and empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets (BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive innovations; institutional voids and market entry and escalation.Yusaf Akbar - - - - - - - - - - - - - - - - - - - - - - - - - 02:00 PM - 06:00 PM05:30 PM - 09:30 PM02:00 PM - 06:00 PM01:00 PM - 04:00 PM - - - - - - - - - - - - - - LondonLON1Breakthrough StrategiesSTRBreakthrough Strategies is concerned with the key analytical frameworks and concepts used by chief strategy officers and strategy consultants. This elective involves determining the purpose of the organization from a strategy consultants point of view, establishing objectives and formulating strategies for clients to achieve their objectives. It predominantly explores how a strategist can position an organization with regard to its changing environment and in particular its competitors, in order to gain and sustain competitive advantages. This means that a strategy consultant or strategist must consider using a hypothesis-led approach or inductive-led approach to meet the changing demands of their customers, in such a way as to achieve the objectives of their stakeholders. That said, this elective will draw on lectures, cases, readings and real business situations to develop the students familiarity and comprehension with strategy tools and methods used by leading strategy consultants.Tazeeb Razwani - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - - - - - - - LondonLON1Breakthrough StrategiesSTRBreakthrough Strategies is concerned with the key analytical frameworks and concepts used by chief strategy officers and strategy consultants. This elective involves determining the purpose of the organization from a strategy consultants point of view, establishing objectives and formulating strategies for clients to achieve their objectives. It predominantly explores how a strategist can position an organization with regard to its changing environment and in particular its competitors, in order to gain and sustain competitive advantages. This means that a strategy consultant or strategist must consider using a hypothesis-led approach or inductive-led approach to meet the changing demands of their customers, in such a way as to achieve the objectives of their stakeholders. That said, this elective will draw on lectures, cases, readings and real business situations to develop the students familiarity and comprehension with strategy tools and methods used by leading strategy consultants.Tazeeb Razwani - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 05:00 PM - 08:00 PM - 05:00 PM - 08:00 PM - - - - - - - - - - LondonLON1Budgeting & Management Control SystemsFINThis course provides exposure to budgeting and management control systems. A budget is a financial plan based on future expectations. Students will learn how preparing a budget requires substantial coordination and integration efforts across all units of an organization and how the resulting budget serves as both a planning and monitoring tool that is linked with the organizations strategy and business plan. Students will learn how to prepare a master budget that reflects organizational expectations, management goals and appropriate macro-economic factors. It will then be shown how the budget can be used as a monitoring tool to assess performance and adjust expectations. Throughout the course, students will be exposed to the importance and necessity of establishing sound, reliable and workable systems of internal control that, in addition to protecting firm resources, yields an efficient and reliable financial reporting and monitoring system. In addition to readings, lectures and class discussions, simulations will be used to expose students to the dynamic nature of the budgeting and monitoring functions.Tom Porter - - - - - - - - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - - - 01:00 PM - 04:00 PM - 09:00 AM - 12:00 PM - - LondonLON1Budgeting & Management Control SystemsFINThis course provides exposure to budgeting and management control systems. A budget is a financial plan based on future expectations. Students will learn how preparing a budget requires substantial coordination and integration efforts across all units of an organization and how the resulting budget serves as both a planning and monitoring tool that is linked with the organizations strategy and business plan. Students will learn how to prepare a master budget that reflects organizational expectations, management goals and appropriate macro-economic factors. It will then be shown how the budget can be used as a monitoring tool to assess performance and adjust expectations. Throughout the course, students will be exposed to the importance and necessity of establishing sound, reliable and workable systems of internal control that, in addition to protecting firm resources, yields an efficient and reliable financial reporting and monitoring system. In addition to readings, lectures and class discussions, simulations will be used to expose students to the dynamic nature of the budgeting and monitoring functions.Tom Porter - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - - - 05:00 PM - 08:00 PM - 01:00 PM - 04:00 PM - - LondonLON1Change ManagementMGTChange is now a constant in the business world and the ability to navigate its choppy waters and even encourage change is what separates extraordinary businesses from the rest of the pack. The ability to lead and inspire change is fast become the most important quality that a business leader possesses. The underlying purpose of this module is to develop awareness and understanding of the particular dynamics of initiating, managing and controlling successfully change in different business contexts and to develop skills required to examine its personal, interpersonal and organisational impact. This is particularly critical at a time when businesses are being forced to look towards international markets for survival and growth. Thus, it is the overall aim of the course to acquaint students with the resources and measures to cope with the nature and complexity of change in an international context, including a deep understanding of effects of different leadership styles, and improved ability to involve themselves with stakeholders.Michael Wagemans - - - - - - - - - - - - - - - - - - - - - - - - - - 09:00 AM - 05:00 PM09:00 AM - 05:00 PM09:00 AM - 05:00 PM09:00 AM - 05:00 PM - - - - - - - - - - - - - LondonLON1Corporate FinanceFINThis course expands upon the work undertaken in Financial Management with an emphasis on financial decision-making under uncertainty. The aim of the course is to understand the role of corporate finance within a corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm. Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy, application of financial practices to non-corporate entities, ethics, and international finance. Through case discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms, much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.Terence Tse - - 05:00 PM - 08:00 PM05:00 PM - 08:00 PM - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - - - LondonLON1Corporate FinanceFINThis course expands upon the work undertaken in Financial Management with an emphasis on financial decision-making under uncertainty. The aim of the course is to understand the role of corporate finance within a corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm. Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy, application of financial practices to non-corporate entities, ethics, and international finance. Through case discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms, much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.Terence Tse - - - - - - - - - - - 05:00 PM - 08:00 PM - - - - 05:00 PM - 08:00 PM - - - - - - 05:00 PM - 08:00 PM - - - - - - - - - - - - - - - - - - - LondonLON1Digital Marketing & Social MediaMKTMarketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning, marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of social media, there has been a fundamental shift away from the marketing message coming from the organisation in question and towards recommendations of products and services through online fora, social networks and gamification. This course acts as an introduction to digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile; bridging offline and online; from local to social, including social networks and the full range of social media tools. This course covers everything that exists online and how few organisations can ignore its impact.Ben Hart - - - - - - - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - LondonLON1International NegotiationsMGTWe negotiate almost daily in both our job and our personal life. Indeed we are all instinctive and intuitive negotiators, but are we as effective as we can be? Based on individual, one on one and group exercises, this course will deepen our understanding of the negotiation concepts and process, and will enhance our ability to plan and conduct negotiations with special focus on the particular aspects of the international business context. Class activities will include class discussions and readings on negotiation concepts, methods and techniques. Students will be negotiating with classmates under the supervision of the professor, variously on one-on-one, two on two and team role-play exercises.Chris Kinsville-Hein - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - - - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - - - 09:00 AM - 12:00 PM - - - LondonLON1Market Research & AnalyticsMKTAll good marketing campaigns begin and end with research. At the beginning is the market research aimed at understanding the customer and the market through focus groups, surveys and interviews. At the end is research on how successful the marketing strategy has been. Has it reached the target market? Have they responded as hoped for? What lessons can be learned for the next iteration of the campaign? This course covers both offline and online marketing analytics which involve both quantitative research (including how to find actionable insights from the avalanche of data available through online analytics tools) as well as qualitative research which is essential to achieve real insight into customer behaviors and marketing success. The course will cover how to undertake market research and how to use the information gathered to help improve managerial decision-making not just for marketing but also to support strategy, product development, innovation of all kinds, customer experience refinement, and even organizational design.Pushkar Jha - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - 01:00 PM - 04:00 PM - - 01:00 PM - 04:00 PM - - - LondonLON1New Product DevelopmentMKTAn important part of the marketing mix is how the Product (or service) is designed and whether or not it fits the intended market. According to academic research, however, only 8% of pioneers of new products become and stay a leader New Product Development is about iterations of existing products and diversification into blue oceans creating brand new markets. This course covers the process of opportunity identification, idea generation, screening, concept development, mapping customer perceptions, segmentation, product positioning, forecasting market demand, market entry strategies, product design, advertising and product testing. The different components of the course are integrated and provide a systematic framework for new product development and marketing. - - - - 09:00 AM - 12:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - LondonLON1New Product DevelopmentMKTAn important part of the marketing mix is how the Product (or service) is designed and whether or not it fits the intended market. According to academic research, however, only 8% of pioneers of new products become and stay a leader New Product Development is about iterations of existing products and diversification into blue oceans creating brand new markets. This course covers the process of opportunity identification, idea generation, screening, concept development, mapping customer perceptions, segmentation, product positioning, forecasting market demand, market entry strategies, product design, advertising and product testing. The different components of the course are integrated and provide a systematic framework for new product development and marketing. Tony Kilbourn - - 09:00 AM - 12:00 PM - - - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - - - - - - - LondonLON1Project ManagementMGTThe rapid pace of technological innovation has lead to companies and individuals needing to organize themselves to face up to managing a range of projects. But why are there so many project management methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same thing? How can project management knowledge, skills and insights help in developing academic credibility? Why do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the students will develop a critical appreciation and understanding of project management methodologies such as waterfall and agile and how to apply them to different types of projects.Juan Zuliani - 01:00 PM - 04:00 PM - 09:00 AM - 12:00 PM - - - - - - 09:00 AM - 05:00 PM - 09:00 AM - 12:00 PM - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - 09:00 AM - 12:00 PM - 09:00 AM - 12:00 PM - - - - - - - - - - - - - - - - - - LondonLON1Project ManagementMGTThe rapid pace of technological innovation has lead to companies and individuals needing to organize themselves to face up to managing a range of projects. But why are there so many project management methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same thing? How can project management knowledge, skills and insights help in developing academic credibility? Why do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the students will develop a critical appreciation and understanding of project management methodologies such as waterfall and agile and how to apply them to different types of projects.Juan Zuliani - - - 01:00 PM - 04:00 PM - - - - - - - - - - - - - 01:00 PM - 04:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - LondonLON1Project Quality and Risk ManagementOPSFor Project Management Specializtion students only. Required for PM specialists.Juan Zuliani - - - - - 09:00 AM - 05:00 PM09:00 AM - 05:00 PM09:00 AM - 05:00 PM - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - LondonLON1Strategic Brand ManagementMKTA brand is a uniquely identified, promise of value which can develop into a relationship that consistently and competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase, symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core values that the customer will associate with that brand, such that they perceive added value in the brand over and above what the product or service actually does. The question is how to do that? This course builds on the introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques that will help improve the decision-making of brand managers and other marketers to create strategic growth worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of course, managing brands strategically to optimise long-term value for the organisation.Stephen Humphrey - - - - - 09:00 AM - 12:00 PM - - - - - - 05:00 PM - 08:00 PM - - 05:00 PM - 08:00 PM - - - - - - 01:00 PM - 04:00 PM - - - - - - 09:00 AM - 12:00 PM - - - - - - - 05:00 PM - 08:00 PM - 05:00 PM - 08:00 PM - - - LondonLON1Strategic Brand ManagementMKTA brand is a uniquely identified, promise of value which can develop into a relationship that consistently and competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase, symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core values that the customer will associate with that brand, such that they perceive added value in the brand over and above what the product or service actually does. The question is how to do that? This course builds on the introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques that will help improve the decision-making of brand managers and other marketers to create strategic growth worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of course, managing brands strategically to optimise long-term value for the organisation.Stephen Humphrey - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM - - - - - - - - - - - - - New YorkNYC1High Performance InnovationENTThis course will cover the definition of innovation, the barriers and enablers for making innovation real in companies, the core principles for innovation management (platforms, portfolios, partners, pipelines, concepts and culture), and how innovation management is being applied by fast-followers and companies in commodity industries.Hitendra Patel - - - - - - - - - - - 03:00 PM - 06:00 PM01:00 PM - 04:00 PM - - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - - - 08:30 AM - 11:30 AM - - - - - 08:30 AM - 11:30 AM - - - - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - New YorkNYC1Implementing Global StrategiesSTRThis course provides a practical perspective on globalization as it examines strategies for gaining sustainable global competitive advantage. The course provides tool, frameworks and experience to prepare students to succeed in an increasingly global environment. Through research and analysis of dynamic current cases and articles about leading American, European and Asian companies, students learn to analyze competitive situations, apply strategic frameworks, develop and successfully implement global strategies. The course integrates international business, cultural management and ethical lessons as it explores geographic expansion and strategies to win in developed as well as emerging markets. Among the critical questions addressed in the course are: Why do firms globalize; How to turn global presence into global competitive advantage; How do companies compete ethically in countries where corruption is commonplace?Paul Sullivan - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - New YorkNYC1Leadership in the Global VillageMGTYael Zif - - - - - - - - - 01:00 PM - 07:00 PM08:30 AM - 11:30 AM08:30 AM - 02:30 PM08:30 AM - 11:30 AM - - 08:30 AM - 02:30 PM08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - - - - - - - - - - - - - - - - - - - - - New YorkNYC1Managing Business RelationshipsMGTMBA students are likely to be both building and managing relationships in complex stakeholder environments where no issue or disagreement can endanger or end the relationship. These are iterated relationships. Many managers do unnecessary damage to them by treating them as if they were one-off relationships. Iterated relationships can be with internal or external individuals or teams. Key areas will be: Transactional Analysis - a model which helps us understand how we communicate with others in our default position and how we can better manage that default ; Game Theory - a model which explains the differences between iterated relationships and zero sum games; Conflict Management: how to understand our default approach to managing conflict and then go beyond that to understand that conflict resolution approaches are situational,; Influencing and Building Empathy explores how to be compelling and persuasive when trying to influence within iterated relationships ; Managing inter and intra organisational politics establishes that as all iterated relationships require interdependent action, then all such relationships have an organisational politics dimension which needs to be understood and managed; Difficult and Critical Conversations: all iterated relationships will from time to time find themselves in difficulty and sometimes critical conversations have to take place.Roger Delves - - - - - - - - - - - - - - - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM08:30 AM - 05:30 PM08:30 AM - 05:30 AM - - - - - - - - - - - - - - New YorkNYC1Mgt, Strategies, and Business Models for Emerging MarketsSTRThis course has four aims: (i) to provide the participants with a broad understanding of the conceptual and empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets (BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive innovations; institutional voids and market entry and escalation.Prakash Sethi - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM01:00 PM - 04:00 PM08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM01:00 PM - 04:00 PM - - - - - - - - - - - - New YorkNYC1Modern Investment BankingFINThe Investment Banking course examines the functions of modern international investment banking firms and helps to prepare students to be investment bankers and to know how to deal with them. Financial skills needed to ascertain organizations' financing needs will be enhanced. Financial instruments and practices for meeting these needs in an ethical manner will be appriaised. Other functions of investment banks--asset management, market-making, proprietary trading, and provision of financial services--will be described and evaluated.Frederic Chartier - - - - - - - - - - 05:30 PM - 08:30 PM03:00 PM - 06:00 PM01:00 PM - 04:00 PM - - 03:30 PM - 06:30 PM04:30 PM - 07:30 PM08:30 AM - 11:30 AM08:30 AM - 11:30 AM01:00 PM - 04:00 PM - - - - - - - - - 01:00 PM - 04:00 PM08:30 AM - 11:30 AM - 04:30 PM - 07:30 PM - - - - - - - - - - New YorkNYC1New Product DevelopmentMKTAn important part of the marketing mix is how the Product (or service) is designed and whether or not it fits the intended market. According to academic research, however, only 8% of pioneers of new products become and stay a leader New Product Development is about iterations of existing products and diversification into blue oceans creating brand new markets. This course covers the process of opportunity identification, idea generation, screening, concept development, mapping customer perceptions, segmentation, product positioning, forecasting market demand, market entry strategies, product design, advertising and product testing. The different components of the course are integrated and provide a systematic framework for new product development and marketing. Jehiel (Jay) Zif - - - - - - - - - 01:00 PM - 07:00 PM01:00 PM - 04:00 PM08:30 AM - 02:30 PM08:30 AM - 11:30 AM - - 08:30 AM - 02:30 PM01:00 PM - 04:00 PM - - 08:30 AM - 11:30 AM - - - - - - - - - - - - - - - - - - - - - - - New YorkNYC1Return Driven StrategyFINThe course in Return Driven Strategy is designed for business leaders, investment professionals, management consultants, and entrepreneurs. The course targets a seemingly wide range of professionals because they all share one discipline in common: What are the business strategies and activities that will maximize the creation of wealth, and how does one evaluate a businesss ability to do so? The course is taught in a comprehensive seminar format broken into modules of lectures, intensive in-group discussions and study, and class discussions. Educators have called for the necessity of having this course content as standard in Business Schools: The principles and concepts in Return Driven Strategy capture what we as educators and thought leaders should embed in our curricula and teachings in business schools throughout our undergraduate, graduate and executive education programs. Business schools must focus on the importance of a firm commitment to ethically create shareholder value. -- Arthur Kraft, Ph.D., Chairman of the Board of Directors of The Association to Advance Collegiate Schools of Business (AACSB).Joel Litman - - - - - - - - - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - 08:30 AM - 05:30 PM08:30 AM - 05:30 PM - - - - - - - - - - - - - - - - - - - - - New YorkNYC1Strategic Brand ManagementMKTA brand is a uniquely identified, promise of value which can develop into a relationship that consistently and competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase, symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core values that the customer will associate with that brand, such that they perceive added value in the brand over and above what the product or service actually does. The question is how to do that? This course builds on the introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques that will help improve the decision-making of brand managers and other marketers to create strategic growth worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of course, managing brands strategically to optimise long-term value for the organisation.Marco Protano - - - - - - - - - - - - - - - - - - - - - - - 02:00 PM - 05:00 PM05:30 PM - 08:30 PM06:00 PM - 09:00 PM - - - - 04:30 PM - 07:30 PM05:30 PM - 08:30 PM08:30 AM - 11:30 AM - - - - 01:00 PM - 04:00 PM05:30 PM - 08:30 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - San FranciscoFCO1Change ManagementMGTChange is now a constant in the business world and the ability to navigate its choppy waters and even encourage change is what separates extraordinary businesses from the rest of the pack. The ability to lead and inspire change is fast become the most important quality that a business leader possesses. The underlying purpose of this module is to develop awareness and understanding of the particular dynamics of initiating, managing and controlling successfully change in different business contexts and to develop skills required to examine its personal, interpersonal and organisational impact. This is particularly critical at a time when businesses are being forced to look towards international markets for survival and growth. Thus, it is the overall aim of the course to acquaint students with the resources and measures to cope with the nature and complexity of change in an international context, including a deep understanding of effects of different leadership styles, and improved ability to involve themselves with stakeholders.Adam Carstens - - - - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - - - - San FranciscoFCO1Corporate FinanceFINThis course expands upon the work undertaken in Financial Management with an emphasis on financial decision-making under uncertainty. The aim of the course is to understand the role of corporate finance within a corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm. Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy, application of financial practices to non-corporate entities, ethics, and international finance. Through case discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms, much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.Herb Meiberger - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - - - - San FranciscoFCO1Customer Acquisition through Digital MarketingMKTIn this experiential learning class, students will create a digital marketing strategy and fully functional website from the ground up, and optimize it for multi-channel traffic acquisition. This will include setting up a new domain and getting it hosted, choosing a content management system, performing keyword research and analyzing searcher intent, executing extensive competitive analysis, targeted content development, and driving search traffic to execute a call-to-action (lead generation sign-up, email sign-up, or eCommerce checkout among many other options). By the end of the class, students will have a better understanding of how to plan for, create and launch a website from scratch, and will walk away with a fully-functional, fully optimized online presence of their choosing. Topics will include (but are not limited to) search engine optimization (SEO), search engine marketing (SEM), display advertising, mobile advertising, content marketing and web analytics. In this class, students will be evaluated on their (or their teams) ability to optimize performance and results. This is a unique opportunity for HULT students to interact with two digital marketing professionals that will be teaching from real-world experience within a structured academic setting. Customer Acquisition through Digital Marketing will be highly relevant to students with career interests in Internet marketing, online commerce, start-ups, and online user acquisition.Tommy Griffith - - 06:00 PM - 09:00 PM06:00 PM - 09:00 PM - - - - - 06:00 PM - 09:00 PM06:00 PM - 09:00 PM - - - - - - 06:00 PM - 09:00 PM - - - - - 06:00 PM - 09:00 PM06:00 PM - 09:00 PM - - - - - 06:00 PM - 09:00 PM06:00 PM - 09:00 PM - - - - - - 06:00 PM - 09:00 PM06:00 PM - 09:00 PM - - - San FranciscoFCO1Digital Marketing & Social MediaMKTMarketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning, marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of social media, there has been a fundamental shift away from the marketing message coming from the organisation in question and towards recommendations of products and services through online fora, social networks and gamification. This course acts as an introduction to digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile; bridging offline and online; from local to social, including social networks and the full range of social media tools. This course covers everything that exists online and how few organisations can ignore its impact.Philippa Gamse - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM08:30 AM - 11:30 AM - - - - - 01:00 PM - 04:00 PM - - - - - - 01:00 PM - 04:00 PM08:30 AM - 11:30 AM - - - - - - 08:30 AM - 11:30 AM - - - San FranciscoFCO1Digital Marketing & Social MediaMKTMarketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning, marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of social media, there has been a fundamental shift away from the marketing message coming from the organisation in question and towards recommendations of products and services through online fora, social networks and gamification. This course acts as an introduction to digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile; bridging offline and online; from local to social, including social networks and the full range of social media tools. This course covers everything that exists online and how few organisations can ignore its impact.Philippa Gamse - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM - - - San FranciscoFCO1EntrepreneurshipENTOver the past decade, media coverage has glorified entrepreneurship, giving a false impression of the lifestyle entrepreneurs experience and the requirements for success. For some, entrepreneurship may be a viable career alternative. However, if one is to assess entrepreneurship as a career realistically, it is important that the process, risks, and rewards all be understood. This course is designed to provide that understanding and to take a look at people who have entered the world of entrepreneurship. The course covers a variety of topics. It begins by examining the ways individuals typically enter entrepreneurial ventures and examines the potential consequences of pursuing an entrepreneurial career unprepared. It addresses the decision to become an entrepreneur and covers in depth ways to screen and categorize market opportunities. In addition, the course spends some time showing students how to determine the correct amount of capital they will require to begin their venture and how to search and negotiate for their initial capital needs. The course also teaches students how to write a formal business plan which would be of sufficient quality to attract professional financing. The course relies on case analyses and a variety of other resources which may include outside speakers, videos, and a final course project to present its material.A.C. Ross - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - - 04:20 PM - 07:20 PM - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - - 01:00 PM - 04:00 PM - 01:00 PM - 04:00 PM - - - San FranciscoFCO1Human Resources ManagementMGTHuman Resource Management will place students at the forefront in understanding how organizations gain a sustainable competitive advantage through people. Through an examination of the major functions and strategies of human resource management, students learn the importance of (1) human resource management in today's competitive environment, (2) meeting human resource requirements, (3) developing effectiveness in human resources, (4) implementing compensation and security, (5) expanding human resources by creating high-performance work teams.Colette Frayne - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - - - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - - - - San FranciscoFCO1International NegotiationsMGTWe negotiate almost daily in both our job and our personal life. Indeed we are all instinctive and intuitive negotiators, but are we as effective as we can be? Based on individual, one on one and group exercises, this course will deepen our understanding of the negotiation concepts and process, and will enhance our ability to plan and conduct negotiations with special focus on the particular aspects of the international business context. Class activities will include class discussions and readings on negotiation concepts, methods and techniques. Students will be negotiating with classmates under the supervision of the professor, variously on one-on-one, two on two and team role-play exercises.Terry Hird - - - 08:30 AM - 11:30 AM - - - - - - 08:30 AM - 11:30 AM - - - - - - - - 01:00 PM - 04:00 PM - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - 01:00 PM - 04:00 PM - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - San FranciscoFCO1LeadershipMGTHow is leadership differentiated from management? What is the impact of effective leadership on organizational behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and power? This course explores definitions, models, and individual styles of leadership, set in the context of contemporary global business practices and intercultural interactions. Charlie Sheppard - - 04:20 PM - 07:20 PM - - - - - - - - - - 09:00 AM - 12:00 PM - - 04:20 PM - 07:20 PM04:20 PM - 07:20 PM - - - - - 04:20 PM - 07:20 PM01:00 PM - 04:00 PM - - - - - 04:20 PM - 07:20 PM06:00 PM - 09:00 PM - - - - - - - - - - - San FranciscoFCO1LeadershipMGTHow is leadership differentiated from management? What is the impact of effective leadership on organizational behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and power? This course explores definitions, models, and individual styles of leadership, set in the context of contemporary global business practices and intercultural interactions. Charlie Sheppard - - - - - - - - - - - - - 01:00 PM - 04:00 PM - - - - - - - - - - 04:20 PM - 07:20 PM - - - - - - - - - - - - - - - - - - San FranciscoFCO1Management CommunicationsMGTThis course introduces the principles of effective communication and encourages students to explore all aspects of this essential skill. Through case studies, videos and class discussions, various in-class exercises and both individual and group assignments, students will get the tools necessary to become better communicators. Some of the topics covered are: effective business writing, persuasion, presentation skills.Elisabetta Ghisini - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 PM - 11:30 PM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - - - - - - - San FranciscoFCO1Project ManagementMGTThe rapid pace of technological innovation has lead to companies and individuals needing to organize themselves to face up to managing a range of projects. But why are there so many project management methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same thing? How can project management knowledge, skills and insights help in developing academic credibility? Why do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the students will develop a critical appreciation and understanding of project management methodologies such as waterfall and agile and how to apply them to different types of projects.Jim Park - - - - - - - - - - - 01:00 PM - 04:00 PM - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - - - - - - - - 01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM01:00 PM - 04:00 PM - - - - - - - - - San FranciscoFCO1Project Quality and Risk ManagementOPSFor Project Management Specializtion students only. Required for PM specialists.Jim Park - - - - - - - - - 07:30 PM - 09:30 PM - - - 09:00 AM - 06:30 PM - - - - - - 09:00 AM - 06:30 PM - - - - - - - - - - - - - - - - - - - - - - San FranciscoFCO1SalesMKTSales are all about converting potential customers to real ones. This course focuses on the formulation, implementation and evaluation of sales management for both offline and online products and services. Students learn how to develop an initial market strategy and sales methodology, and how best to establish a successful sales culture. Students are then asked to consider the variety of rewards systems and other processes to support the sales force. Finally, students learn how to use metrics to evaluate success. In an age of vast consumer choice, computerized information systems, telemarketing, and global competition, an understanding of sales force management rests upon knowledge of marketing functions and relationships with other disciplines.Jim Prost - 04:20 PM - 07:20 PM - 08:30 AM - 11:30 AM - 01:00 PM - 04:00 PM - - - - 08:30 AM - 11:30 AM - - - - - - - - - - - - - - - 01:00 PM - 04:00 PM - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - 01:00 PM - 04:00 PM - - - - 08:30 AM - 11:30 AM - 01:00 PM - 04:00 PM - - San FranciscoFCO1Social EntrepreneurshipENTSocial Entrepreneurship is where traditional business meets charity; it is doing good while making a profit. Worldwide there is much attention for SE, and for good reason. Could it be the answer to failing development aid for developing countries? Could it be a solution to the vast budget cuts in Europe? Social Entrepreneurs look at the world differently; they see opportunities for business where most people see social exclusion, poverty and environmental issues. Social innovation is at the heart of their organizations. This course gives an overview of how Social Entrepreneurship developed over the past 30 years. You study the different definitions applied by the major players in the field and their respective business models. We dive into the discussion about the importance of scalability, leadership and other challenges that Social Entrepreneurs are faced with. We touch on the growing importance of crowd funding for SE's and discuss about Social Return on Investment (SROI) and the role of investors. You do a case study of a globally active Social Entrepreneur, distilling its criteria for success. Guest speakers share their experiences with SE both in a global and regional setting and we visit a local initiative. The course ends with a hands-on consultancy project for a social initiative of your choice. Patrick Guerra - - 04:20 PM - 07:20 PM04:20 PM - 07:20 PM - - - - - 04:20 PM - 07:20 PM04:20 PM - 07:20 PM - - - - - 04:20 PM - 07:20 PM04:20 PM - 07:20 PM - - - - - 04:20 PM - 07:20 PM04:50 PM - 07:50 PM - - - - - 04:20 PM - 07:20 PM - - - - - - - 04:20 PM - 07:20 PM04:20 PM - 07:20 PM - - - San FranciscoFCO1Solutions MarketingMKTA wide range of industries and companies, led by technology and professional services firms, have moved aggressively over the last few years to improve their ability to be more customer-centric and provide true solutions to their customer base. Marketers are leading the charge to shift at least a portion of their portfolios from discrete products and services to more integrated, business-oriented solutions. Solutions Marketing: Transforming the Business provides a hands-on immersion in the models, tools, and best practice examples that companies need to market and sell solutions. Based on a number of new business and marketing models, including ITSMAs Solutions Roadmap, this course will help students understand and identify what marketers can do to change their companies business model. The concept of solutions marketing is a new one in fact, there is very little written about it in academia. The course content will be comprised largely of articles, blog posts, and case studies written by Prof. Hurley. The material will provide the students with the latest thinking and techniques that are being applied inside some of the worlds biggest and most influential companies. Companies that will be discussed in detail include GE, DuPont, IBM, Cisco, HP, Infosys, Cognizant. Avaya, and a number of other well-known global companies.Stephen Hurley - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - - - - - - - - - - - - - - - - - - - - - - - San FranciscoFCO1Strategic Brand ManagementMKTA brand is a uniquely identified, promise of value which can develop into a relationship that consistently and competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase, symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core values that the customer will associate with that brand, such that they perceive added value in the brand over and above what the product or service actually does. The question is how to do that? This course builds on the introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques that will help improve the decision-making of brand managers and other marketers to create strategic growth worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of course, managing brands strategically to optimise long-term value for the organisation.Peter Boland - 04:20 PM - 07:20 PM - - 04:20 PM - 07:20 PM - - - - - - 04:20 PM - 07:20 PM - - - 04:20 PM - 07:20 PM - - 04:20 PM - 07:20 PM - - - 04:20 PM - 07:20 PM - - 04:20 PM - 07:20 PM - - - 04:20 PM - 07:20 PM - - 04:20 PM - 07:20 PM - - - 04:20 PM - 07:20 PM - - - - - - San FranciscoFCO1Strategic Management of New TechnologiesSTRThe course focuses on strategic dynamics of technology innovation and how executives, entrepreneurs and financiers interact to generate and scale innovation. Technology industries often have distinctive features which challenge conventional wisdom regarding economic, market, and organizational dynamics. Success in commercializing new technologies often requires these inter-related mindset shifts: from "diminishing returns" to "increasing returns" logics; from market environments which seek "equilibrium" to those which promote constant "disruption"; from tactics to achieve "market share" to "winner take all" tactics; from understanding consumer "purchase behavior" to understanding the "dynamics of diffusion"; from gaining a dominant "market position" to gaining a dominant "design standard"; from a focus on working with "suppliers" to a focus on attracting "strategic partners" and networks of "application developers"; from "sub-contracting" to "co-creation," from linear "value chains" to "multi-dimensional value webs," from "inside versus outside" thinking by corporate executives to "permeable corporate boundaries" and "outside-in" thinking, from "vertically integrated" organizational designs to "virtually integrated", and from "spin-outs" to "spin-outs." The course will be highly interactive, involving movies/video clips, case studies, lectures, and student projects. Case studies will be drawn from technologies and industries such as electric vehicles, video games, telecommunications, wind turbines, medical equipment, software, industrial technologies, and television. Case discussions may occur both in a traditional format as well as in a student led seminar format where different teams present different cases, in order to expose students to as many new technologies and issues as possible. Typical features of this course are executive speakers and student team design projects in which frameworks from the course will be applied to sketch approaches to the development and positioning of a cutting edge technology of the teams choice (a list of alternatives will be provided).Olaf Groth - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM - 08:30 AM - 11:30 AM - - - - 08:30 AM - 11:30 AM08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - - 08:30 AM - 11:30 AM - - 08:30 AM - 11:30