MIB Elective subjects

8/18/2019 MIB Elective subjects

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2015-2016 MIB Elective Catalog


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Table of Contents

BOSTON ......................................................................................................................................................... 4

Module D .................................................................................................................................................. 4

MGT Authentic Leadership ................................................................................................................ 4

FIN Behavioral Finance .................................................................................................................... 4

FIN Corporate Finance ..................................................................................................................... 5

FIN Entrepreneurial Finance ............................................................................................................ 5

ENT Entrepreneurship: Business Building and Growth .................................................................... 5

ENT Family Business ......................................................................................................................... 6

ACC Forensic Accounting and Financial Investigations .................................................................... 6

ENT High Performance Innovation ................................................................................................... 6

MGT Judgment and Decision Making ................................................................................................ 6

FIN Modern Investment Banking .................................................................................................... 7

MGT Principled Leadership in Multi-Cultural Organizations ............................................................. 7

MGT Project Management ................................................................................................................ 7

OPS Service Operations .................................................................................................................... 8

ENT Social Innovation ....................................................................................................................... 8

MGT Social Networks in Organizations.............................................................................................. 9

STR The Next Uber: Strategy in the Sharing Economy .................................................................... 9

DUBAI .......................................................................................................................................................... 10

Module D ................................................................................................................................................ 10

FIN Business Analysis and Valuation ............................................................................................. 10

QTM Business Analytics for Managerial Decision Making ........................................................... 10

FIN Corporate Finance ................................................................................................................... 11

ECN Fundamentals of Global Energy Business ............................................................................... 11

MGT Inclusive Value Creation: Can Business Save the World ........................................................ 11

MGT Management Psychology ........................................................................................................ 12

STR Management, Strategies and Business Models for Emerging Markets .................................. 12

MGT Managing Complexity ............................................................................................................. 12

MGT Principled Leadership in Multi-Cultural Organizations ........................................................... 13

MKT Sales ........................................................................................................................................ 13


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OPS Service Operations .................................................................................................................. 13

STR The New Strategy toolkit: From Implementation to Scale .................................................... 14

STR The Next Uber: Strategy in the Sharing Economy .................................................................. 14

LONDON ...................................................................................................................................................... 15

Module D ................................................................................................................................................ 15

OPS Business Architecture and Processes ...................................................................................... 15

MGT Change Management .............................................................................................................. 15


ENT Disruptive Business Models .................................................................................................... 16

MKT Market Research & Analytics .................................................................................................. 16

MKT New Product Development ..................................................................................................... 17

STR Scenario Planning .................................................................................................................... 17

MKT Strategic Brand Management ................................................................................................. 18


NEW YORK ................................................................................................................................................... 19

Module D ................................................................................................................................................ 19

STR Adding Value through Sustainability ....................................................................................... 19


ENT Entrepreneurial Marketing ..................................................................................................... 20

MGT Judgment and Decision Making .............................................................................................. 21

MGT Leadership in the Global Village .............................................................................................. 21


SAN FRANCISCO .......................................................................................................................................... 22

Module D ................................................................................................................................................ 22

STR Adding Value through Sustainability ....................................................................................... 22


MKT Customer Acquisition through Digital Marketing ................................................................... 23

QTM Data to Insight: Quantitative Skills in the Era of Big Data ................................................... 23

ENT Entrepreneurship .................................................................................................................... 24

MGT Human Resources Management ............................................................................................. 24

MGT International Negotiations ...................................................................................................... 24

MGT Leadership ............................................................................................................................... 25


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MGT Management Consulting ......................................................................................................... 25

MGT Project Management .............................................................................................................. 25

STR Real World Decisions .............................................................................................................. 26

ENT Social Innovation ..................................................................................................................... 26

MKT Solutions Marketing ................................................................................................................ 27

OPS Supply Chain & Logistics Management ................................................................................... 27


MGT Women in Leadership ............................................................................................................. 28

SHANGHAI ................................................................................................................................................... 29

Module D ................................................................................................................................................ 29

QTM Big Data Analytics ................................................................................................................ 29

ECN Global Political Economy ......................................................................................................... 29

MGT International Negotiations ...................................................................................................... 29

MGT Leadership in the Global Village .............................................................................................. 30

STR Management, Strategies and Business Models for Emerging Markets .................................. 30

MGT Project Management .............................................................................................................. 30



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BOSTON

Module D

MGT Authentic Leadership

The path of leadership is never straight and narrow. For the individual, leadership means remaining true

to one’s current capability, while at the same time searching to become all of who one might be. For the

organization, it requires remaining loyal to the company’s core competence, while at the same time,

responding skillfully to changes in the business environment. In the global village, leadership requires

the ability to be true to oneself, while at the same time demonstrating enormous ability to flex to the

diverse needs of people who represent differing nationalities, ethnicities, genders, preferences and

capabilities. The purpose of this class is to produce a breakthrough in students’ ability to lead others in

a way that unleashes the extraordinary capabilities of individuals and teams. Each participant willdevelop the core competencies of leadership in diverse cultures and thereby inspire others to

extraordinary achievement through:

Their clarity of purpose

Their strength of vision

Their impeccable personal integrity

Their direct, empowering communication style

In short, this is not just a typical leadership program that tells you how to DO leadership. We address the

inner workings of leadership and identify the fundamental issues that make or break exceptional

leaders.

FIN Behavioral Finance

This course goes beyond the rational corporate models used in financial decision-making and examines

how individuals’ cognitive, neurological, and unconscious processes may bias and unknowingly influence

decisions made by financial managers. The basic theories and tenets of behavioral finance will be

covered with applications to both corporate finance and investments.


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FIN Corporate Finance

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. The course takes

the “big picture” approach in order to present how certain key elements fit together. The course will

cover the following main (broad) elements of corporate managers’ role: 1. Investments: planning andmanaging long term investments (capital budgeting); 2. Financing: selecting and securing long term

financing (both debt and equity); 3. Returning capital to owners: via dividends or share buybacks. 4.

Managing business risk: by employing derivative instruments. The course includes examples and case

studies that describe practical aspects of management, will provide recommendations of how various

techniques are to be applied in various decision-making contexts. It also uses certain multimedia

content to get the key messages of practical finance e across: video, spreadsheets, and related reading

assignments. The course looks at transactions from the viewpoint of the company itself (managers), all

stake holders: debt financiers, and shareholders – and highlights the commercial issues that arise from

the differences in perspective.

FIN Entrepreneurial Finance

A new business does not have the financing opportunities of an established business. The purpose of

this course is to present effective financial and business techniques necessary for a successful business

start-up. The course covers the essential tools and know-how you need to build a sturdy financial

foundation for a profitable business. A practical road map is developed to guide the student in crafting a

meaningful business plan, fund raising, business execution needed to bringing the business to the next

level, and developing an exit strategy. The course offers potent methods for how entrepreneurs can

keep financial control of their enterprise and insightful tips for avoiding the multitude of financial

barriers that may block their entrepreneurial dream.

ENT Entrepreneurship: Business Building and Growth

The 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.


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ENT Family Business

Family businesses are the predominant form of enterprise around the world , the oldest form of

business and a key concept of modern capitalism. Often the business starts with a single idea--one

store, one product, one service--and through the commitment and investment of entrepreneurial

minded individuals and their families, the business grows or perishes. Family relationships, kinship,varying interest stakes, varying leadership skills make the environment complex to navigate and may not

be evident to the professional manager coming into the family business. This course prepares MBA

students to understand and deal with the unique aspects of family owned businesses. Family businesses

are the largest creator of new jobs--an important and even critical) contribution to the workforce

engine. This courses covers topics as they relate to management, governance and succession. With the

importance of this form of business as a driven of most economies, it is important to understand the

unique challenges of this form of business. The family business is strong when it functions, but it may be

devastating when things get complicated and personal.

ACC Forensic Accounting and Financial Investigations

This course covers topics associated with modern forensic and investigative accounting. Topics include

fraud detection and investigation, valuation of closely held businesses, lost profits analyses, and damage

estimation. There will be exposure to fundamental legal concepts with regard to expert witness

services, including the rules of civil procedure, documentation requirements and exhibit preparation.

ENT High Performance Innovation

This 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.

MGT Judgment and Decision Making

Note: This course will be delivered in a hybrid format, 50% in a virtual environment and 50% in class.

One of the most important roles of a leader and manager, regardless of where they sit in the

organization, is making decisions. Leaders and managers make a variety of strategic and tactical

decisions for their group, including those about the strategy of the unit, who is on the team, how the

unit will function, and how resources are deployed in pursuit of a goal. Much is known about the

formation of judgments and it role in decision making. This course analyzes Judgment and decision

making, combining classical wisdom, recent research, and practice to teach decision making skills.

Throughout the course we look at decision making in the business world, the public sphere, the not-for-

profit world, and in one’s personal life, using a mix of readings, discussion, case studies, and reflective

exercises to increase understanding and improve decision making skills, and, ultimately, leadership and

managerial practice.


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OPS Service Operations

Every organization has customers, who are referred to in a variety of ways including clients, patients,

guests, passengers, students, and even customers. In today’s 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, isusually 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 serviceorganization.

ENT Social Innovation

Despite trillions of dollars in development aid, the majority of the world’s population – more than 4

billion people – still lives on less than $2 a day. Where business has long provided products and services

that have improved lives and raised the standard of living for close to 2 billion people, why have so

many been excluded as potential consumers and entrepreneurs, sentencing them to a lifetime of

poverty? Does business ingenuity provide a more viable option than aid to solve the complex problem of

poverty? This course introduces students to the concept of ‘social innovation’ and the potential of

market-based approaches to creatively and proactively address some of the world’s most pressing

societal problems. We address social innovation on three tracks: innovative approaches by

multinational corporations to product development and distribution (‘social intrapreneurship’),

emerging new business models, such as public/private partnerships and blended financial models, and

the burgeoning field of individually driven social entrepreneurship. The capstone project for the course

is for teams to create their own socially-driven, financially viable business idea.


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MGT Social Networks in Organizations

Knowing how to get the most out of organizations today requires an understanding of an increasingly-

complex set of networks and interrelationships. The growing impact of new, technology-based

networks like Facebook, Twitter, and LinkedIn raises questions like: how do informal and often

unrecognized social networks in or among individuals and organizations affect performance, and howcan they be harnessed to affect it positively? The effort to answer this question has led to the

emergence of a new field known as Social Network Analysis (SNA.) Instead of being limited to

evaluations of individuals, teams, or traditional business units and hierarchies, SNA allows managers to

look at organizations in terms of how information flows and relationships develop through informal

networks. Businesses are already using SNA to help make smarter organizational resource decisions to

address, for example, cross-departmental R&D and cross-border customer and supplier management.

This course is designed to introduce students to both the basic concepts in and analysis of social

networks. Students will learn to use SNA software to examine a wide array of networks. Blog postings

and comments will demonstrate students’ understanding of the concepts of social networks and

underlying technology. The final deliverable will be a debate on the importance and future oftechnology-enabled social and professional networks.

STR The Next Uber: Strategy in the Sharing Economy

Note: This course will be delivered in an online, virtual format.

Uber and AirBnb massively disrupted the transportation and lodging industries, respectively. Thousands

of other “sharing” ventures hope to have similar impacts on other sectors. This class explores businesses

that embrace collaborative consumption, where the firm's primary function is to create a new market to

match pre-existing supply of underutilized assets (including skills) with potential demand. The lowercosts of supply bring entirely new customer segments into the market, especially at the base of local and

global economic pyramids. These sharing firms also have dramatic implications for environmental and

social issues. The success of Uber and AirBnb reduce the need for new taxis, rental cars, and hotel

rooms, but also reduce wages and taxes collected in these industries.

What are the economics that drive this disruption? How are these economics different for different

business models and sectors? What are the early and eventual strategies that these firms are taking?

What strategies could incumbent firms adopt to counter this threat? How will the sharing economy

influence broader markets, regulations, and politics? What does it take to launch a new venture in this

space? These are among the questions that will be debated in this innovative new course.


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DUBAI

Module D

FIN Business Analysis and Valuation

Financial statements are essential documents, filed by every public company doing business. They

represent management’s view of the value and health of their company. But just how accurate are

these reports? Is management’s view trustworthy or biased, neutral or overly optimistic? This class will

introduce a framework that helps to fully analyze any company’s financial statements and reveal its true

condition and value. We will examine the financials of such companies as AOL and Home Depot. An

important part of the course will be discussion on corporate social responsibility and its effects on

sustainable profitability. Throughout the semester, we will make extensive use of the valuation software

that accompanies the textbook, so that you can gain a hands-on experience with valuation. Through

case discussions and the supplementing readings in the text, this course will help you to develop theknowledge, skills, critical thinking abilities and behaviors required of any manager, not only those

specialized in finance. 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.

QTM Business Analytics for Managerial Decision Making

Given 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.


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cover the following main (broad) elements of corporate managers’ role: 1. Investments: planning andmanaging long term investments (capital budgeting); 2. Financing: selecting and securing long term









ECN Fundamentals of Global Energy Business

Energy has been an essential part of development with hydrocarbons replacing steam at the beginning

of the last century. Countries’ fortunes have risen and fallen with the abundance or dearth of locally-

produced energy resources. This course will provide you with several frameworks for understanding the

principles, tools, skills, and resources of global energy businesses.

MGT Inclusive Value Creation: Can Business Save the World

Inclusive Value Creation focusses on the strategies and practices of companies seeking tosimultaneously create business and societal / environmental value in order to remain ‘in business’…. for

good. Critical in doing so, is the imperative of social business innovation – that is, the creation and

application of innovations that act as catalyst for inclusive value creation.

Inclusive Value Creation starts “at the top” with an exploration of the strategic reasons why companies

can and should create social business innovation and ultimately inclusive value. It then goes on to

investigate how this strategy can be translated into the important functional disciplines of the

corporation, principally HRM, supply chain management and finance. The course further assesses the

challenges companies face in executing the inclusive value strategy and what implementation paths and

change management practices are best suited for success.

The course brings inclusive value creation close to the professional background and reality of students:

sector and company-specific contingencies (positioning, size and geography) are put center stage. More

generally, the course is interactive and application-driven.


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MGT Management Psychology

Your 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 thiscourse, 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 organizational culture, and manipulating attitudes, motivation and even

performance levels in your people. If you want to influence organizations and communities, then

Management Psychology will improve your chances of success.

STR Management, Strategies and Business Models for Emerging Markets

This course has four aims: (i) to provide the participants with a broad understanding of the conceptualand 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.

MGT Managing Complexity

Complexity management seeks to understand nonlinear relationships while looking at the role of self-organization, emergence, and systems. This challenges most traditional constructs of management by

looking at examples of new paradigms of thought and by proving the fallibility of highly controlled

practices. While using systemic thinking and theory as the instruments to map and interpret complexity

over time and outside of cause and effect, the success of complexity management in business

represents a strategic opportunity that individuals and organizations can cultivate in an increasingly

complex business landscape.


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MGT Principled Leadership in Multi-Cultural Organizations

Leadership principles are multi-cultural and international, even while the practice of leadership may be

affected by local custom and habit. The elective presents a sustainable model of leadership principles

and associated behavior for students who aspire to leadership roles in multi-cultural organizations. The

elective asserts that leaders must be ethical and driven by high-end, other-regarding values if they andtheir teams or organizations are to be successful. The elective is grounded in academic theory, primarily

that of Authentic Leadership as promulgated by Luthans and Avolio and others. The elective offers an

exploration and understanding of Authentic Leadership and its application to decision making and trust

building in dynamic, multi-cultural contexts. Core content is: Understanding my leader self and my

relationship with values and ethics; The requirement for leaders to build trust and routes to trust

building; Balanced decision making referencing both internal and external worlds.

MKT Sales

Sales 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.

OPS Service Operations

Every organization has customers, who are referred to in a variety of ways including clients, patients,

guests, passengers, students, and even customers. In today’s 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 thistransdisciplinary 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.


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STR The New Strategy toolkit: From Implementation to Scale

How to grow a business or business initiative to scale is a hot topic for corporates, startups and social

enterprises. The basic question is enduring, important, but often overlooked: how can you grow very

quickly with the least amount of effort? We also live in a world defined by complexity – a non-linear

world that is dynamically changing. The knowledge and skills for scaling a business in practice requiresboth approaches for achieving scale in complex systems as well as an understanding for how to

successfully implement the approaches.

This course provides leading edge knowledge and practical experience on how to use system dynamics

to make change on a global scale, as well as for smaller initiatives. This elective will introduce students

to a framework that will help them build strategies and tactics for today's dynamic connected world. The

framework is based on three layers: an understanding of the individual, a view to how people work in

groups, and a view of how actions take place en masse across entire systems. In this highly interactive

elective, students will learn how to apply the framework in practice, from tips on how to persuade

individuals in meetings, to system design work for world-scale challenges. The elective will give studentsa proven toolkit for innovation and strategy development that can be applied in corporate

environments, startups and social initiatives to achieve dramatic outsized results.






match pre-existing supply of underutilized assets (including skills) with potential demand. The lower

costs of supply bring entirely new customer segments into the market, especially at the base of local and










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LONDON

Module D

OPS Business Architecture and Processes

This course focuses on building the knowledge and understanding of the role, content and techniques of

Business Architecture and Systems at advanced levels that are internationally recognized, through the

application of principles based on the latest research and best practice. Content includes the definition

of business architecture (components and structure of a business proposal) and examples of

architecture and their supporting systems, in order to generate business proposals and support complex

systems. Such have changed the ways businesses operate and support innovation. Case studies of

business architecture and systems in various disciplines, including defense, air transport, health,

banking, and others, are examined. Architectural support by systems engineering, system of systems

engineering, portfolios and programs, software and enterprise architecture, are examined. Architectureto manage the evolution of technical requirements is examined.

MGT Change Management

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 organizational impact. This is

particularly critical at a time when businesses are being forced to look towards international markets for

survival and growth.





cover the following main (broad) elements of corporate managers’ role: 1. Investments: planning and

managing long term investments (capital budgeting); 2. Financing: selecting and securing long term



studies that describe practical aspects of management, will provide recommendations of how varioustechniques are to be applied in various decision-making contexts. It also uses certain multimedia






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ENT Disruptive Business Models

This course is specifically designed for Hult students and focuses on various dimensions of innovative

business model design and related business process design. Its aim is to prepare participants to manage

creativity effectively in the process of generating high potential ideas and converting them into

disruptive new business models.

Business models remain poorly understood. The business model includes the venture’ s selection of its

customers, its offerings, the activities it will conduct itself and those it will outsource, and how it will

capture profits. A business model is a set of planned assumptions of how a firm will create value. It is the

result of the business design process.

Increasingly, business model innovation is the most critical form of sustainable competitive advantage.

Yet all too often, companies attempt to compete and bring new products and services to market with

outdated business models, a certain recipe for failure. Enabling technologies such as Mobile and web 3.0

and big data analytics serve as catalysts which are rapidly accelerating the need for companies to

constantly monitor and refine their business model lest they be rendered irrelevant. Superior business

models do not arrive by accident; rather they are the result of a highly disciplined and systematic

process of build-learn-adapt. The course provides a comprehensive foundation for additional learning in

the context of innovative business model design, far more as practice than theory. The emphasis

throughout the course is on drawing and synthesizing concepts, practices, and techniques from the

functional areas of entrepreneurship, strategy, sales and marketing, and business process design and

implementing them in student teams.

MKT Market Research & Analytics

All 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.


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MKT New Product Development

An 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 ofopportunity 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.

STR Scenario Planning

The course outlines and explores the principles and techniques of scenario planning as a tool for

foresight-based corporate, innovation and investment strategy decisions. It is equally valuable to and

benefits from the diversity of perspectives of a cross-section of EMBA, MBA and MSE students.Outline: Students will be asked to come to the first session having reviewed select pieces of pre-reading

and prepared a key strategic question with which an organization of their interest grappling. We will

select a handful of these questions, curate them and form working groups around them. Over the

subsequent days, we will address the questions by walking through a step-by-step process of identifying

global forces, critical uncertainties, divergent scenario narratives, early indicators for scenario evolution,

business implications as well as high-level strategic choices for each scenario and a subset of choices

that are robust against all scenarios. Guest speakers: Dr. Christoph Frei, Secretary General, World

Energy Council; Dr. Cho Khong, Chief Political Analyst of Royal Dutch Shell; Dr. Rudolf Krebs, Worldwide

Representative for Electric Mobility at Volkswagen Group; Dr. Maximilian Kuhn, Chief Editor of Strategy

Papers, European Center for Energy & Resource Security (EUCERS) at King’s College; Dr. Tore Land,Director of Ecomagination EMEA and Global Innovation Platforms, General Electric; Peter Schwartz, SVP

of Strategy and Global Relations at Salesforce.com, founder and former chairman of scenario-pioneer

GBN Global Business Network, former chief scenario strategist at Royal Dutch Shell; Dr. Trond

Unneland, VP and Managing Executive of Chevron Technology Ventures.


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MKT Strategic Brand Management

A 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

recognizable 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

optimize long-term value for the organization.

















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NEW YORK

Module D

STR Adding Value through Sustainability

This course focuses on the use of Corporate Sustainability as a part of a business strategy, linked to a

firm's core business objectives and core competencies, leading to financial and social- environmental

return. Students will become familiar with the various underlying concepts of sustainability, their

applications in organizational environments and the related strategic contexts. The class goes beyond

the awareness stage of sustainability and provides theories, frameworks, and tools that aim to create

value across the organization. A range of carefully prepared lectures and selected case studies will

demonstrate how sustainability nurtures organizational innovation and that there is a clear business

case for sustainability leaders to create long-term organizational competitive advantage. The key aim

of this course is to enable students to evaluate sustainable initiatives and to develop their critical andanalytical thinking skills by having them exercise several concise strategic approaches in the various

industries and organizational environments






managing long term investments (capital budgeting); 2. Financing: selecting and securing long termfinancing (both debt and equity); 3. Returning capital to owners: via dividends or share buybacks. 4.









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ENT Entrepreneurial Marketing

This elective is for Hult students who are exploring entrepreneurship as a potential career path. It is

also quite useful for students who want to apply a practical and proven integrative methodology for

marketing new and innovative products and services across a wide range of organizational types from

global corporations to NGOs to non-profits to family businesses. The best product or service rarely winson its own merits. Inevitably, it is the best - marketed product that takes a dominant market position.

This course will help students learn to Precisely defining and targeting market segments that will most

highly value the company’s offerings; Identifying the most appropriate product/service attributes as

part of the product/service design ; Accessing prospective early adopter customers for validated market

learning to ensure that their company is offering a relevant value proposition; Systematically building on

these “earlyvangelist “ customers to scale their businesses.; Establishing their nascent brands in

mainstream markets against iconic incumbents, risk adverse customers and resistance to change. This

course will draw on and integrate the practical aspects of primary and secondary research in early

markets, community management, inbound and social marketing, best practices in establishing thought

leadership (eg., blogging, marketing from the podium, influencing the influencer), media relations,analyst relations, strategic partner marketing, and leveraging national and industry award competitions,

and relevant company and product launch venues etc. The course will also delve into how to exploit

newly established customer advocacy intermediaries. In addition, the course will provide an overview of

state-of the art marketing automation and web analytics systems. Finally, the course will cover “lean

budgeting” and how to optimize limited capital to achieve highly leveraged marketing returns. This

course will use a combination of current case studies, marketing blogs, content from leading edge

marketing conferences, research notes from industry and financial analysts, guest lectures, videos, as

well as news stories in leading publications including the WSJ, NYT, FT and Forbes. The capstone project

will be to develop and present comprehensive team-based marketing plans for a chosen set of

innovative institutions, based on recent or current market data. These will be completed as action -

projects in conjunction with local (Boston , San Francisco, London) company’s marketing executives and

be adapted for local conditions in Dubai and Shanghai..


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MGT Judgment and Decision Making

Note: This course will be delivered in a hybrid format, 50% in a virtual environment and 50% in class.

One of the most important roles of a leader and manager, regardless of where they sit in the

organization, is making decisions. Leaders and managers make a variety of strategic and tacticaldecisions for their group, including those about the strategy of the unit, who is on the team, how the

unit will function, and how resources are deployed in pursuit of a goal. Much is known about the

formation of judgments and it role in decision making. This course analyzes Judgment and decision

making, combining classical wisdom, recent research, and practice to teach decision making skills.

Throughout the course we look at decision making in the business world, the public sphere, the not-for-

profit world, and in one’s personal life, using a mix of readings, discussion, case studies, and reflective

exercises to increase understanding and improve decision making skills, and, ultimately, leadership and

managerial practice.

MGT Leadership in the Global Village

“The world is a global village” encapsulates the interconnectivity of nations and states. To be effective

in this global village, international managers must be aware of the personal and cultural factors that

often influence decisions and actions. This course aims at heightening this awareness. It applies theory,

practice, and experiential learning to enhance self-awareness, adaptation, and tolerance. It explores the

functions, expectations, and qualifications of effective leadership in the global village.











What are the economics that drive this disruption? How are these economics different for differentbusiness models and sectors? What are the early and eventual strategies that these firms are taking?





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SAN FRANCISCO

Module D

STR Adding Value through Sustainability

This course focuses on the use of Corporate Sustainability as a part of a business strategy, linked to a

firm's core business objectives and core competencies, leading to financial and social- environmental

return. Students will become familiar with the various underlying concepts of sustainability, their

applications in organizational environments and the related strategic contexts. The class goes beyond

the awareness stage of sustainability and provides theories, frameworks, and tools that aim to create

value across the organization. A range of carefully prepared lectures and selected case studies will

demonstrate how sustainability nurtures organizational innovation and that there is a clear business

case for sustainability leaders to create long-term organizational competitive advantage. The key aim

of this course is to enable students to evaluate sustainable initiatives and to develop their critical andanalytical thinking skills by having them exercise several concise strategic approaches in the various

industries and organizational environments






managing long term investments (capital budgeting); 2. Financing: selecting and securing long termfinancing (both debt and equity); 3. Returning capital to owners: via dividends or share buybacks. 4.









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MKT Customer Acquisition through Digital Marketing

In 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 contentdevelopment, 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 team’s) 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 onlineuser acquisition.

QTM Data to Insight: Quantitative Skills in the Era of Big Data

Buzzwords like big data, data science, business intelligence, analytics, data mining and data visualization

seduce and mystify in our everyday reading. Data collected by organizations, and available at our finger

tips, is growing exponentially. But the ability to extract insights and predictive patterns is lagging -

creating a large premium for individuals with the ability to understand, interpret and communicate data.

For example, as a student, you may be interested in predicting your salary based on your performance

(GPA, etc) and historical data from your peers. As an investor in financial markets you may want topredict the future price of a stock six based on information about company and industry performance.

Data to Insight is an introduction to data driven thinking and statistical techniques to understand

relationships using mathematics. The course focuses on fundamental statistical techniques to collect,

explore, clarify, summarize, organize, explore, analyze, and interpret numerical information to build

your skills in discovering and communication insights. We'll also teach you some of the limitations of

data and what you can do to avoid being misled. We use data visualizations designed to teach you these

skills quickly, and introduce you to the basic concepts you need to start understanding our world

through data.

Key themes de-mystified (just buzzwords for now!) in this course include: Descriptive statistics,

Graphical descriptions of data, Probability and distributions, Estimation, Hypothesis Testing, and

Regression Analysis.


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ENT Entrepreneurship

At the heart of any ambitious business-person there is an entrepreneurial spirit lurking, waiting to

escape and make their mark on the world. Having an entrepreneurial culture and ethos is vital for both

personal and economic success and in this elective we explore a number of issues central to

understanding entrepreneurship and entrepreneurial behavior. The elective explores what are the keysuccess factors required of successful entrepreneurs, the roles of creativity and creative thinking,

managing the small firm, managing its growth and the role of the entrepreneur as a leader. From a

process driven perspective, the elective will proceed to explore how opportunities are identified and

then capitalized on. We will discuss and examine the characteristics of successful entrepreneurs in a

mix of businesses in both for and not-for-profit environments and experience their life-views first hand

as they share their stories, both the good and the bad.

MGT Human Resources Management

Human Resource Management will place students at the forefront in understanding how organizationsgain 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.

MGT International Negotiations

We 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 groupexercises, 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. The course will culminate by running an investment simulation based on

a choice to create alliances in China and/or in India, which will elucidate the dynamics of hi-tech

international negotiations. 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. The Foreign

Investment Negotiation Simulation (FINS) will conclude the course with two days of hard negotiation

and a presentation to the various boards of directors


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MGT Leadership

How 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.

MGT Management Consulting

The relentless forces of changing customer needs, globalization, cost containment, deregulation, and

technological change, combined with the drive for sustainable profitable growth require companies to

continually rethink their business strategies. More than 70% of these new strategies are poorly

implemented and have not been realized. This course is about the techniques and methodologies used

to improve the success rate in realizing the goals of a company’s newly formulated strategy. It is neither

about strategy formulation, nor about strategy execution but the link (perhaps the missing link)

between the two. This course is about developing the optimal design for executing and realizing thatstrategy using consulting methodology. The course will combine learning in the classroom, case studies,

readings and implementation simulations.

MGT Project Management

Project management as a discipline is applicable to business projects of all types and requires balancing

the demands for time, quality, scope and cost inherent in any project. The course is designed to provide

the project management knowledge necessary for a business executive, manager, consultant, or

entrepreneur to successfully initiate, plan and execute projects. It is structured to provide principles,

methodology and practical information through a combination of lectures, assignments, groupcollaboration and hands-on exercises. Emphasis is placed on the importance of standardization and best

practices for project Initiation, Planning, Executing, Controlling, and Closing, as defined by the PMI’s

Project Management Body-of-Knowledge (PMBoK®). Practical experience is gained through a class

project consisting of four major phases: Project Charter, Business Case, Risk Analysis, and Detailed

Implementation Plan. The project environment is based on a real company; multiple projects are

identified and assigned to small teams who discuss their progress regularly in class in a “program review

meeting” environment where changes in requirements are considered and improvement of the quality

of each project plan are the objectives. MS Project® is learned as part of the course and used in class for

group and individual assignments.


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STR Real World Decisions

Global managers are faced with a never-ending stream of decisions and choices, from the simple

definition of a new product feature to the very complex restructuring of an international operation.

Unfortunately, most of the structured decision-making models we have been exposed to are dominated

by financial tools and techniques and ignore the many sources of risk present in the real world. Whilefinancial considerations are always important, this dominance of financial thinking short-changes the

multi-faceted, practical realities of real-world decisions where one needs to consider many other value-

elements in an increasingly uncertain world with limited and/or contradictory information, and take into

account many interrelated issues and risks that must be addressed for successful implementation. This

workshop focuses on a series of practical situations where the students will face decisions ranging from

job selection, prima donna’s blackmail, designing a sales incentive program, choosing the proper timing

for a disruptive product launch, restructuring an operation, dealing with a crisis, and others. In class,

students will work individually and in small teams, they will be assigned decision cases that they will

present and defend to the whole class.

ENT Social Innovation

Despite trillions of dollars in development aid, the majority of the world’s population – more than 4

billion people – still lives on less than $2 a day. Where business has long provided products and services

that have improved lives and raised the standard of living for close to 2 billion people, why have so

many been excluded as potential consumers and entrepreneurs, sentencing them to a lifetime of

poverty? Does business ingenuity provide a more viable option than aid to solve the complex problem of

poverty? This course introduces students to the concept of ‘social innovation’ and the potential of

market-based approaches to creatively and proactively address some of the world’s most pressing

societal problems. We address social innovation on three tracks: innovative approaches bymultinational corporations to product development and distribution (‘social intrapreneurship’),

emerging new business models, such as public/private partnerships and blended financial models, and

the burgeoning field of individually driven social entrepreneurship. The capstone project for the course

is for teams to create their own socially-driven, financially viable business idea.


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MKT Solutions Marketing

A 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-orientedsolutions. 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 ITSMA’s 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 world’s 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.

OPS Supply Chain & Logistics Management

Supply chain management is an extension of traditional operations management to include multiple

stages of suppliers and customers. Many of the methodologies for managing the firm work well with

supply chains, but others have had trouble when extended beyond the firm, especially into the global

arena. Logistics has always been an important part of supply chain management, but assumes an even

greater importance when the firm uses global sourcing or services customers around the world. The

course content will consist of roughly four parts:

The basics of operations and supply chain management

o The role of operations in the firm including operations strategy

o Delivery of a quality product or service at the right time, in the right place, at a cost that

allows the right price

o An overview and history of operations methodologies

The basics of logistics

o Moving goods to from suppliers and to customers

o Contrasting modes in logistics

The operations/logistics interface

o

Scheduling of inbound and outbound movementso Integration of the management of production with the management of logistics

Special topics (e.g.)

o Security of the logistics system

o The operation and logistics of NGO programs such as famine relief


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of other “sharing” ventures hope to have similar impacts on other sectors. This class explores businessesthat embrace collaborative consumption, where the firm's primary function is to create a new market to











MGT Women in Leadership

Today there is an explosion of research, forums, white papers, book and discussions around Women’s

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, we’ll 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.


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SHANGHAI

Module D

QTM Big Data Analytics

Digital marketers today have access to a wide range of analytics and other user experience evaluation

methods. Over 70% of businesses have implemented Google Analytics. Yet very few companies are

using these tools to anything like their full potential. As a result, they’re missing out on crucial data that

could substantially impact their revenues and return on investment. High level analytics skills are in

demand – and in short supply. This course will give you a solid grounding in implementing and applying

digital analytics, covering web, social media and mobile reporting tools. We’ll explore the various

reporting capabilities in depth, and look at how to customize them for different scenarios. You will learn

how to think more deeply about online visitors, what questions to ask, and how to spot anomalies and

red flags in the data which lead to valuable insights. You’ll also learn how to customize and presentmanagement reports and recommendations, in order to ensure optimal use of digital marketing

strategies and tactics, and an appropriate allocation of resources.

ECN Global Political Economy

The course examines key features and trends in the global political economy. The focus is on the

relations between nation states, business enterprises and markets in the world economy. Topics

include: International aspects of macroeconomic policy, international monetary and financial conditions,

trade patterns and policy, and transnational patterns of production and investment.

MGT International Negotiations

We 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. The course will culminate by running an investment simulation based on

a choice to create alliances in China and/or in India, which will elucidate the dynamics of hi-tech

international negotiations. Class activities will include class discussions and readings on negotiation

concepts, methods and techniques. Students will be negotiating with classmates under the supervisionof the professor, variously on one-on-one, two on two and team role-play exercises. The Foreign

Investment Negotiation Simulation (FINS) will conclude the course with two days of hard negotiation

and a presentation to the various boards of directors


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MGT Leadership in the Global Village

“The world is a global village” encapsulates the interconnectivity of nations and states. To be effective

in this global village, international managers must be aware of the personal and cultural factors that

often influence decisions and actions. This course aims at heightening this awareness. It applies theory,

practice, and experiential learning to enhance self-awareness, adaptation, and tolerance. It explores thefunctions, expectations, and qualifications of effective leadership in the global village.

STR Management, Strategies and Business Models for Emerging Markets

This 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 wouldinclude - reverse and disruptive innovations; institutional voids and market entry and escalation.

MGT Project Management

Project management as a discipline is applicable to business projects of all types and requires balancing

the demands for time, quality, scope and cost inherent in any project. The course is designed to provide

the project management knowledge necessary for a business executive, manager, consultant, or

entrepreneur to successfully initiate, plan and execute projects. It is structured to provide principles,

methodology and practical information through a combination of lectures, assignments, group

collaboration and hands-on exercises. Emphasis is placed on the importance of standardization and bestpractices for project Initiation, Planning, Executing, Controlling, and Closing, as defined by the PMI’s

Project Management Body-of-Knowledge (PMBoK®). Practical experience is gained through a class

project consisting of four major phases: Project Charter, Business Case, Risk Analysis, and Detailed

Implementation Plan. The project environment is based on a real company; multiple projects are

identified and assigned to small teams who discuss their progress regularly in class in a “program review

meeting” environment where changes in requirements are considered and improvement of the quality

of each project plan are the objectives. MS Project® is learned as part of the course and used in class for

group and individual assignments.


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of other “sharing” ventures hope to have similar impacts on other sectors. This class explores businessesthat embrace collaborative consumption, where the firm's primary function is to create a new market to











MIB Elective subjects

Documents

Transcript of MIB Elective subjects