MIB Elective Subjects

2015-2016 MIB Elective Catalog
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
QTM
Business Analysis and Valuation ............................................................................................. 10

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
1
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
FIN
ENT
Disruptive Business Models .................................................................................................... 16
MKT
Market Research & Analytics .................................................................................................. 16
MKT
New Product Development..................................................................................................... 17
STR
Scenario Planning .................................................................................................................... 17
MKT
Strategic Brand Management ................................................................................................. 18
STR
NEW YORK................................................................................................................................................... 19
Module D ................................................................................................................................................ 19
STR
Adding Value through Sustainability ....................................................................................... 19
FIN
ENT
Entrepreneurial Marketing ..................................................................................................... 20
MGT
Judgment and Decision Making .............................................................................................. 21
MGT
Leadership in the Global Village.............................................................................................. 21
STR
SAN FRANCISCO .......................................................................................................................................... 22

Module D ................................................................................................................................................ 22
STR
Adding Value through Sustainability ....................................................................................... 22
FIN
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
2
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
STR
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
STR
BOSTON
Module D
MGT Authentic Leadership
The path of leadership is never straight and narrow. For the individual, leadership means remaining true
to ones 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 companys 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 will
develop 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.
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 and
managing 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.
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-forprofit world, and in ones 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.
6
FIN
Modern Investment Banking
The 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 appraised. Other
functions of investment banks--asset management, market-making, proprietary trading, and provision of
financial services--will be described and evaluated.
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 and
their 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.
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 best
practices for project Initiation, Planning, Executing, Controlling, and Closing, as defined by the PMIs
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.
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 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.
ENT
Social Innovation
Despite trillions of dollars in development aid, the majority of the worlds 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 worlds 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.
MGT Social Networks in Organizations

Knowing how to get the most out of organizations today requires an understanding of an increasinglycomplex 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 how
can 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 of
technology-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 lower
costs 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.
DUBAI
Module D
FIN
Business Analysis and Valuation
Financial statements are essential documents, filed by every public company doing business. They
represent managements view of the value and health of their company. But just how accurate are
these reports? Is managements view trustworthy or biased, neutral or overly optimistic? This class will
introduce a framework that helps to fully analyze any companys 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 the
knowledge, 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.
10
FIN
Corporate Finance
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 locallyproduced 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 to
simultaneously 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.
11
MGT Management Psychology

Your success in business relies on your skills in leading and influencing others. Even the most technicallyskilled 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 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 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.
MGT Managing Complexity

Complexity management seeks to understand nonlinear relationships while looking at the role of selforganization, 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.
12
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 and
their 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 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.
13
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 requires
both 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 students
a proven toolkit for innovation and strategy development that can be applied in corporate
environments, startups and social initiatives to achieve dramatic outsized results.
STR

14
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. Architecture
to 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.
FIN
Corporate Finance
15
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.
16
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 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.
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 Kings 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.
17
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.
STR

18
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 and
analytical thinking skills by having them exercise several concise strategic approaches in the various
industries and organizational environments
FIN
Corporate Finance
19
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 wins
on 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 companys 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) companys marketing executives and
be adapted for local conditions in Dubai and Shanghai..
20
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-forprofit world, and in ones 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.
STR

21
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 and
analytical thinking skills by having them exercise several concise strategic approaches in the various
industries and organizational environments
FIN
Corporate Finance
22
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 content
development, and driving search traffic to execute a call-to-action (lead generation sign-up, email signup, 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.
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 fingertips, 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 to
predict 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.
23
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 key
success 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 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.
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 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
24
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 companys 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 that
strategy using consulting methodology. The course will combine learning in the classroom, case studies,
readings and implementation simulations.

25
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. While
financial 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 valueelements 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 donnas 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 worlds 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 worlds 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.
26
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-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.
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 movements
o 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
27
STR

MGT Women in Leadership

Today 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.
28
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, theyre 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. Well 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. Youll also learn how to customize and present
management 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 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
29
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.
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 would
include - reverse and disruptive innovations; institutional voids and market entry and escalation.

30
STR

31

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2015-2016 MIB Elective Catalog

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Corporate Finance ................................................................................................................... 15

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

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

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

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

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

The Next Uber: Strategy in the Sharing Economy .................................................................. 18

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

Corporate Finance ................................................................................................................... 19

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

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

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

The Next Uber: Strategy in the Sharing Economy .................................................................. 21

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

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

Corporate Finance ................................................................................................................... 22

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

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

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

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

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

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

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

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

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

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

The Next Uber: Strategy in the Sharing Economy .................................................................. 28

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

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

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

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

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

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

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