2015 MIB Elective Catalog and Campus

Options
MIB Campus Options
Mod D
All campuses & Rotation Centers - Mod D
Mod E
All campuses & Rotation Centers - Mod D

MIB Electives- Mod D

Boston
ENT-6055

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-6030

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.
MKT-6038

Service Innovation

This course aims to engage students through a series of interactive sessions (involving both lectures and
group-based case discussions) addressing some key issues affecting the use of information systems in
todays global business organisations. The underlying theme for the course is that information systems
need to be conceptualised as socio-technical systems in order for them to deliver business value.
Starting with the concept of IS as social and technical artefacts, the course will address major themes
such as the impact of globalisation on the use of information technology (IT) and systems in todays
business context with particular focus on how IT and globalisation affect people, place (business
context, global and local) and process. We will then discuss the growing phenomenon of sourcing IT
globally and the associated challenges and opportunities created by the so called new global geography
of IT.
ENT-6050

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-6028

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
2

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.

Dubai
FIN-6025

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.
MGT-6027

Business Execution

A significant portion of the work in the business world is done in teams, and this reality is reflected in
Hults emphasis on team projects. Success in the business world is dependent on mastering technical
skills like accounting and operations as well as mastering team skills. The goal of this course is to help
students master fundamental team skills so that in conjunction with technical skills they can execute
effectively. Managers are more and more involved in strategic management activities. This is true for
those working for international companies and domestic companies alike. The importance of
formulating and developing alternative strategies and business models is not always well understood.
In addition to further developing team (leadership) skills this course demands from students to combine
all of their technical skills in the formulation of business plans and to raise funds from Venture
Capitalists.
FIN-6020

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
3

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.
ECN-6005

Development Economics

Some emerging nations are fast becoming the center of competitive business activities while many
others are falling behind. For example, BRIC countries as well as South Africa, Indonesia, and Turkeys
push toward globalization is attracting productive resources, while other nations are struggling to keep
their head above the water. Our aim in this course is first to examine why some economies grow and
develop while others do not. To achieve this objective we start with a basic theoretical framework of
economic development, study the economic environment which businesses face in developing countries
i.e. political/regulatory structure, corruption, education, etc., and evaluate the policies developing
countries can adopt to promote economic growth and development.
ECN-6014

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
ECN-6015

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-6009

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.
MKT-6037

Luxury Marketing

Luxury goods occupy a distinct position in the global economy and fascinates consumers. Indeed despite
the threat of recession, the luxury sector has consistently been growing in the past few years.
This course investigates the main drivers drivers behind this growth and what characterises the luxury
industry. We begin by asking what defines luxury and with an overview of luxury sector after world war
2. We then take a look at geographic trends with the rise not only of Asia, but also Africa as regions of
growth for luxury. We also investigate consumer behaviour, positioning, the different categories in the
luxury sector, (from small-luxuries to hotels, art, watches and clothing), how luxury is marketed and
distributed, the impact of social media, as well as key brands in the sector.
4

Finally this course will consider whether a new luxury product or services can be created and positioned
successfully."
MGT-6033

Management Communications

This course introduces the principles of effective communication and encourages students to explore all
aspects of this essential skill. Through case studies, videos and class discussions, various in-class
exercises and both individual and group assignments, students will get the tools necessary to become
better communicators. Some of the topics covered are: effective business writing, persuasion,
presentation skills.
MGT-6026

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 organisational culture, and manipulating attitudes, motivation and even
performance levels in your people. If you want to influence organisations and communities, then
Management Psychology will improve your chances of success.
STR-6024

Management, Strategies and Business Models for the 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-6014

Organizational Behaviour

High performing organizations are characterized by strategic alignment, adaptability, employee

commitment, and employee accountability. Organization Behavior is a dynamic and interactive course
that will explore each of these characteristics as well as the tensions between them. It will equip
students to increase their understanding of relationships around them and provide them the tools to
diagnose complex, multidimensional situations and decide upon courses of action from a managerial
perspective. It will stretch students to think as business professionals, and it will provide a solid
foundation for future achievement and growth.

MGT-6013

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 behaviour for students who aspire to leadership roles in multi-cultural organisations. The
elective asserts that leaders must be ethical and driven by high-end, other-regarding values if they and
their teams or organisations 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.

London
OPS-6029

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-6040

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 organisational impact. This is
particularly critical at a time when businesses are being forced to look towards international markets for
survival and growth.
FIN-6020

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.
6

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-6017

Derivatives

Course covers the basic derivatives: Futures, Options, Swaps and Collateralized Debt Swaps. It will
survey the marketplace and the participants. The use of these instruments, the motivations of the
participants, will be discussed. The pricing and valuation will be the main part of the course. Also,
students will be asked to become conversant with the ethical and regulatory issues surrounding
derivatives. This is a particularly important area given the financial crisis of 2008 and the efforts to
redress risk in the financial system..
MKT-6021

Digital Marketing & Social Media

Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market
stall or craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed
marketing materials started to be seen and dominated marketing until the arrival of the radio and TV.
The internet took leaflets, posters and magazines online, into a digital format, but the principle was the
same. With the growth of social media, there has been a fundamental shift away from the marketing
message coming from the organisation in question and towards recommendations of products and
services through online fora, social networks and gamification. This course acts as an introduction to
digital marketing, from banner and display ads to search ads; from SEO and SMO to web analytics and
website design; from email campaigns to mobile; bridging offline and online; from local to social,
including social networks and the full range of social media tools. This course covers everything that
exists online and how few organisations can ignore its impact.
INN-6090

Disruptive Innovation

This course 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
7

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.
ENT-6030

Entrepreneurship

At the heart of any ambitious business-person there is an entrepreneurial spirt 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 behaviour. 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 capitalised 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.
MKT-6039

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.
MKT-6040

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-6050

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.
MKT-6023

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
recognisable even from small pieces of it.
A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core values that
the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that?
This course builds on the introductory marketing courses already taken by the student and uses a variety
of analytical tools and techniques that will help improve the decision-making of brand managers and
other marketers to create strategic growth worldwide, build customer loyalty and differentiate their
brands in B2B, B2C and non-profit sectors. The course will examine, amongst others, the concepts of
brand asset management, brand equity, brand value and, of course, managing brands strategically to
optimise long-term value for the organisation.

New York City

MKT-6025

Connecting With the Customer

This course is designed to expose participants to the latest concepts, strategies, and tactics used by
todays leading marketing practitioners. Through lectures, readings, case discussions and final team
projects, practitioners will learn to assess and apply best-in-class techniques in such areas as market
research, customer relationship management, and social media marketing, The course topics are
organized in four broad modules:

Listening to the Customer Finding the Right Customer

Communicating with the Customer
Engaging the Customer

FIN-6020

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.
ENT-6030

Entrepreneurship

At the heart of any ambitious business-person there is an entrepreneurial spirt 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 behaviour. 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 capitalised 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.

10

MGT-6045

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
MGT-6010

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.
MGT-6033

Management Communications

This course introduces the principles of effective communication and encourages students to explore all
aspects of this essential skill. Through case studies, videos and class discussions, various in-class
exercises and both individual and group assignments, students will get the tools necessary to become
better communicators. Some of the topics covered are: effective business writing, persuasion,
presentation skills.
MGT-6063

Managing Business Relationships

MBA students are likely to be both building and managing relationships in complex stakeholder
environments where no issue or disagreement can endanger or end the relationship. These are iterated
relationships. Many managers do unnecessary damage to them by treating them as if they were one-off
relationships. Iterated relationships can be with internal or external individuals or teams. Key areas will
be: Transactional Analysis - a model which helps us understand how we communicate with others in our
default position and how we can better manage that default ; Game Theory - a model which explains the
differences between iterated relationships and zero sum games; Conflict Management: how to
understand our default approach to managing conflict and then go beyond that to understand that
conflict resolution approaches are situational,; Influencing and Building Empathy explores how to be
11

compelling and persuasive when trying to influence within iterated relationships ; Managing inter and
intra organisational politics establishes that as all iterated relationships require interdependent action,
then all such relationships have an organisational politics dimension which needs to be understood and
managed; Difficult and Critical Conversations: all iterated relationships will from time to time find
themselves in difficulty and sometimes critical conversations have to take place.

San Francisco
STR-6026

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 ofsustainability 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
MGT-6040

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 organisational impact. This is
particularly critical at a time when businesses are being forced to look towards international markets for
survival and growth.
FIN-6020

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
12

stake holders: debt financiers, and shareholders and highlights the commercial issues that arise from
the differences in perspective.
MKT-6043

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.
ENT-6030

Entrepreneurship

At the heart of any ambitious business-person there is an entrepreneurial spirt 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 behaviour. 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 capitalised 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-6061

Human Resource 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-6045

International Negotiations
13

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
MGT-6009

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-6033

Management Communications

This course introduces the principles of effective communication and encourages students to explore all
aspects of this essential skill. Through case studies, videos and class discussions, various in-class
exercises and both individual and group assignments, students will get the tools necessary to become
better communicators. Some of the topics covered are: effective business writing, persuasion,
presentation skills.
MGT-6062

Managing Complexity

Complexity management seeks to understand nonlinear relationships while looking at the role of selforganisation, 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 organisations can cultivate in an increasingly
complex business landscape.
MGT-6030

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
14

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.
ENT-6018

Social Entrepreneurship

Social Entrepreneurship is where traditional business meets charity; it is doing good while making a
profit. Worldwide there is much attention for SE, and for good reason. Could it be the answer to failing
development aid for developing countries? Could it be a solution to the vast budget cuts in Europe?
Social Entrepreneurs look at the world differently; they see opportunities for business where most
people see social exclusion, poverty and environmental issues. Social innovation is at the heart of their
organizations. This course gives an overview of how Social Entrepreneurship developed over the past 30
years. You study the different definitions applied by the major players in the field and their respective
business models. We dive into the discussion about the importance of scalability, leadership and other
challenges that Social Entrepreneurs are faced with. We touch on the growing importance of crowd
funding for SE's and discuss about Social Return on Investment (SROI) and the role of investors. You do a
case study of a globally active Social Entrepreneur, distilling its criteria for success. Guest speakers share
their experiences with SE both in a global and regional setting and we visit a local initiative. The course
ends with a hands-on consultancy project for a social initiative of your choice.
MKT-6023

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
recognisable even from small pieces of it.
A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core values that
the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that?
This course builds on the introductory marketing courses already taken by the student and uses a variety
of analytical tools and techniques that will help improve the decision-making of brand managers and
other marketers to create strategic growth worldwide, build customer loyalty and differentiate their
brands in B2B, B2C and non-profit sectors. The course will examine, amongst others, the concepts of
brand asset management, brand equity, brand value and, of course, managing brands strategically to
optimise long-term value for the organisation.

15

OPS-6052

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

The role of operations in the firm including operations strategy
Delivery of a quality product or service at the right time, in the right place, at a cost that allows
the right price
An overview and history of operations methodologies
The basics of logistics o Moving goods to from suppliers and to customers
Contrasting modes in logistics
The operations/logistics interface
Scheduling of inbound and outbound movements
Integration of the management of production with the management of logistics
Special topics (e.g.)
Security of the logistics system
The operation and logistics of NGO programs such as famine relief

MGT-6017

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.

Shanghai
FIN-6025

Business Analysis and Valuation

16

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.
ENT-6033

Design Thinking 2.0

Students will study and learn the skills essential to directing and managing innovation initiatives for
developing new products and services. Drawing from the best practices of leading innovation consulting
firms, top corporations and successful start-ups, students will focus on the 4 core elements essential to
building the capabilities necessary for success in corporate and entrepreneurial settings. The class will
be an engaging mix of lectures, guest speakers, case studies, simulations and a real final innovation
projects. 1. Anthropology Students will study case studies revealing the latest anthropological or
observational methods, tools and theories, and do detailed, practical anthropological work on real
business products and services. 2.
Cross-Pollination. Students will study case studies of successful
corporate and entrepreneurial cross-pollinations, (crossing industries, expertise or cultures) develop an
analytical framework of proven avenues for cross-pollination in key industries, and perform targeted
cross-pollinations on specific innovation challenges. 3.Ideation. Students will study the latest ideation
and brainstorming methods of IDEO, Jump, Frog Design, Ziba, and develop a 3-step ideation process
model for an innovation program. 4. Protyping. Students will study modern prototyping tools
(storyboard, simulations, 3D printing, etc.) and skills, and practice prototyping for new business models,
new services, and new physical products and technology."
ECN-6015

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.
STR-6076

Implementing Global Strategies

This course provides a practical perspective on internationalization as it examines strategies for gaining
sustainable global competitive advantage. The course provides tool, frameworks and experience to
prepare students to succeed in an increasingly global environment. Through research and analysis of
dynamic current cases and articles about leading American, European and Asian companies, students
17

learn to analyze competitive situations, apply strategic frameworks, develop and successfully implement
global strategies. The course integrates international business, cultural management and ethical lessons
as it explores geographic expansion and strategies to win in developed as well as emerging markets.
Among the critical questions addressed in the course are: Why do firms globalize; How to turn global
presence into global competitive advantage; How do companies compete ethically in countries where
corruption is commonplace?
MGT-6045

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
MGT-6033

Management Communications

This course introduces the principles of effective communication and encourages students to explore all
aspects of this essential skill. Through case studies, videos and class discussions, various in-class
exercises and both individual and group assignments, students will get the tools necessary to become
better communicators. Some of the topics covered are: effective business writing, persuasion,
presentation skills.
STR-6024

Management, Strategies and Business Models for the 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-6030

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
18

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.
FIN-6041

Revenue Management

Many industries, especially those related to tourism, are highly leveraged. The industries operating with
relatively fixed capacities and small variable costs in a competitive environment featuring fluctuating
demand and segmented customers can engage revenue management strategies to significantly improve
profit margin. The process of revenue management involves forecasting customer behaviors,
implementing various techniques in inventory controls and pricing, and monitoring the booking pace
and other impacts using various analysis. Pricing is a core control element and a key goal in revenue
management is to sell the right product to the right customer at the right time for the right price.
ENT-6018

Social Entrepreneurship

Social Entrepreneurship is where traditional business meets charity; it is doing good while making a
profit. Worldwide there is much attention for SE, and for good reason. Could it be the answer to failing
development aid for developing countries? Could it be a solution to the vast budget cuts in Europe?
Social Entrepreneurs look at the world differently; they see opportunities for business where most
people see social exclusion, poverty and environmental issues. Social innovation is at the heart of their
organizations. This course gives an overview of how Social Entrepreneurship developed over the past 30
years. You study the different definitions applied by the major players in the field and their respective
business models. We dive into the discussion about the importance of scalability, leadership and other
challenges that Social Entrepreneurs are faced with. We touch on the growing importance of crowd
funding for SE's and discuss about Social Return on Investment (SROI) and the role of investors. You do a
case study of a globally active Social Entrepreneur, distilling its criteria for success. Guest speakers share
their experiences with SE both in a global and regional setting and we visit a local initiative. The course
ends with a hands-on consultancy project for a social initiative of your choice.
OPS-6050

Supply Chain 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
19

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

The role of operations in the firm including operations strategy
Delivery of a quality product or service at the right time, in the right place, at a cost that allows
the right price
An overview and history of operations methodologies
The basics of logistics
Moving goods to from suppliers and to customers
Contrasting modes in logistics
The operations/logistics interface
Scheduling of inbound and outbound movements
Integration of the management of production with the management of logistics
Special topics (e.g.)
Security of the logistics system
The operation and logistics of NGO programs such as famine relief

MIB Electives- Mod E

All Campuses & Rotation Centers
ADV-7825

Action Project

20