chaseharmon/MIT_Course_Catalog · Datasets at Hugging Face

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15.669	Strategies for People Analytics	Focuses on the strategies used to successfully design and implement people analytics in one's organization. Draws on the latest company practices, research projects, and case studies - all with the goal of helping students deepen their understanding of how people analytics can be applied in the real world. Covers the most important aspects of human resource management and people analytics. Demonstrates how to apply those basic tools and principles when hiring, evaluating and rewarding performance, managing careers, and implementing organizational change. No listeners.	true	Fall	Graduate	3-0-3	15.311 or permission of instructor	null	false	false	false	False	False	False
15.671	U-Lab: Transforming Self, Business and Society	Experiential opportunity to practice new leadership skills, such as deep listening, being present (mindfulness), and generative dialogue. In weekly coaching circles, each student has one full session to present their current leadership edge and receive feedback from peer coaches. Includes an additional action learning project.	true	Fall	Graduate	3-0-3 [P/D/F]	null	null	false	false	false	False	False	False
15.672	Negotiation Analysis	Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.	true	IAP	Graduate	1-0-2 [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.6721	Negotiation Analysis	Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.	true	IAP	Undergraduate	1-0-2 [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.673	Negotiation Analysis	Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.	true	IAP	Graduate	2-0-4 [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.6731	Negotiation Analysis	Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.	true	IAP	Undergraduate	2-0-4 [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.674[J]	Leading Creative Teams	Prepares students to lead teams charged with developing creative solutions in engineering and technical environments. Grounded in research but practical in focus, equips students with leadership competencies such as building self-awareness, motivating and developing others, creative problem solving, influencing without authority, managing conflict, and communicating effectively. Teamwork skills include how to convene, launch, and develop various types of teams, including project teams. Learning methods emphasize personalized and experiential skill development. Enrollment limited.	true	Fall, Spring	Graduate	3-0-6	Permission of instructor	6.9280[J], 16.990[J]	false	false	false	False	False	False
15.675	Negotiation Seminar	Provides understanding of the theory and processes of negotiation as practiced in a variety of settings. Designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. Allows students an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks. Emphasizes simulations, exercises, role playing, and cases. Restricted to Sloan Fellow MBAs.	true	IAP	Graduate	3-0-3 [P/D/F]	null	null	false	false	false	False	False	False
15.676	Work and Employment Relations Theory	Interactive reading and discussion subject focused on work and employment relations. Students draw upon and integrate research and theory from various disciplines, primarily the industrial relations tradition and the sociology of work. Addresses trends in employment relations, systems of power and control within workplaces, the replication or remediation of inequalities within organizations, and various proposed strategies for improving work. Focus is on the contemporary US, with a grounding in recent history and institutions.	true	Spring	Graduate	3-0-9	Permission of instructor	null	false	false	false	False	False	False
15.677[J]	Labor Markets and Employment Policy	Research-based examination of how labor markets work — and how they have evolved over time — through trends such as rising income inequality, technological change, globalization, falling worker power, and the fissuring of the workplace. Through reading and engaging with economics research papers, students use theoretical frameworks and rigorous empirical evidence to analyze public policy interventions in the labor market, including unemployment insurance, minimum wage, unions, family leave, anti-discrimination policies, and workforce development. Preference to graduate and PhD students.	true	Spring	Graduate	3-0-9	Permission of instructor	11.427[J]	false	false	false	False	False	False
15.679[J]	USA Lab: Bridging the American Divides	Practical exploration of community revitalization in America's small towns and rural regions. Focuses on work, community, and culture. Consists of rigorous classroom discussions, research, and team projects with community development organizations. Site visit over SIP week and spring break required for project fieldwork.	true	Spring	Graduate	3-1-5	null	11.651[J]	false	false	false	False	False	False
15.681	From Analytics to Action	Develops appreciation for organizational dynamics and competence in navigating social networks, working in a team, demystifying rewards and incentives, leveraging the crowd, understanding change initiatives, and making sound decisions. Restricted to Master of Business Analytics students.	true	Fall	Graduate	3-0-3 [P/D/F]	null	null	false	false	false	False	False	False
15.690	Diversity as Discovery	Aims to help students discover who they are as individuals and members of a community. Course operates under two basic assumptions: that we can accomplish more together than alone, and that a significant part of who we are as individuals is left out of most organizational settings. Confronts the lack of tools and frameworks for dealing with the wealth of diversity among populations, and discusses the value diversity could potentially create.	true	Fall	Undergraduate	3-0-3 [P/D/F]	null	null	false	false	false	False	False	False
15.691	Research Seminar in Work, Employment and Industrial Relations	Discusses important areas for research in work, employment and industrial relations; frameworks for research, research techniques, and methodological problems. Centered mainly on staff research and the thesis research of advanced graduate students and invited guests.	true	Fall	Graduate	rranged	Permission of instructor	null	false	false	false	False	False	False
15.698	Seminar in Industrial Relations and Human Resource Management	Group study of current topics related to industrial relations and human resource management.	true	Fall	Graduate	rranged	null	null	false	false	false	False	False	False
15.700	Leadership and Integrative Management	Investigates the different perspectives a general manager must take, how to integrate those perspectives, and the role of leadership in setting and realizing goals. Students work intensively in teams and with multiple faculty, using a deep dive into the challenges faced by a major global firm operating in complex global markets. Restricted to Executive MBA students.	true	Fall, Spring	Graduate	3-0-6 [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.701	Innovation-Driven Entrepreneurial Advantage	Exposes students to the content, context, and contacts that enable entrepreneurs to design and launch successful stand-alone ventures, ventures inside established corporations, and ventures in partnership with established corporations based on new innovations. Students examine the critical entrepreneurial and innovation challenges facing entrepreneurs inside new and established firms, and develop frameworks that allow them to identify, evaluate, iterate, and integrate their ideas effectively. Case-based discussions complemented by visits to key actors in MIT labs, as well as live case studies with successful entrepreneurs. Specially designed team projects provide practical experience in entrepreneurial strategy, innovation management, and the workings of the MIT entrepreneurial ecosystem. Restricted to Executive MBA students.	true	Spring	Graduate	6-0-6	None. Coreq: 15.714; or permission of instructor	null	false	false	false	False	False	False
15.702	Leading in a Global Context: Macroeconomics and Global Markets	Intensive module on the global economy, combining the key perspectives of macroeconomics and global economic strategy. Focuses on the policy and economic environment of firms, as well as on the development of a more international market in products, services, and capital, and how this affects trade and industries. Presents insights into national economic strategies for development, and into the evolving rules and institutions governing the international economic order. Develops an actionable appreciation for managers of the international dimensions of economic policy and strategy in an increasingly complex world economy. Restricted to Executive MBA students.	true	Fall	Graduate	6-0-6	Permission of instructor	null	false	false	false	False	False	False
15.703	Leading with Impact	Student teams work with the leadership of local not-for-profits to solve a pressing problem faced by that organization. The problems will vary with the organization in question, as will the skills and capabilities students draw on to appropriately address them. Culminates with group reflection on what it means to be a principled innovative leader who improves the world. Restricted to Executive MBA students.	true	Spring	Graduate	3-3-3	Permission of instructor	null	false	false	false	False	False	False
15.704	IDEA Lab	Opportunity to work with interested organizations - or on a startup - to explore and leverage innovation ecosystems, build greater strength in innovation-driven entrepreneurial advantage, and build a stronger culture of corporate innovation. Faculty and students co-create projects along one of two tracks: the innovation track, focused on organizations wishing to become more innovative and/or engage the ecosystem; or the entrepreneurship track, principally for students with startup enterprises/ventures. Further explores themes of innovation ecosystems, stakeholders, and the innovation loop of experimentation and evaluation. Innovation projects are team-based and can be Boston-based. Entrepreneurship projects can be a solo enterprise, but teams are also encouraged. Restricted to second year Executive MBA students.	true	Spring	Graduate	6-0-9	15.701	null	false	false	false	False	False	False
15.705	Organizations Lab	Preparation for an organizational change project. Emphasis on applying tools of organizational, operational, and systems analysis in order to effect change. Includes a focus on the challenges and opportunities presented by issues of leadership and organizational behavior. Each student leads a change project in his or her own organization, focusing on fixing a broken or ineffective process. Examples of possible initiatives include a strategic reorientation, organizational restructuring, introduction of a new technology, a worker participation program, etc. Restricted to Executive MBA students.	true	Fall	Graduate	3-0-9	Permission of instructor	null	false	false	false	False	False	False
15.707	Global Strategy	Provides students with the evidence, concepts and models for understanding company performance in a global world and the issues facing executives in the early 21st century. Prepares students to manage effectively in todays interconnected world by understanding this changing environment, principles of global strategy, and the relation between global strategy and organization. Focuses on the specificities of strategy and organization of the multinational company. Restricted to Executive MBA students.	true	Fall, Spring	Graduate	3-0-3	Permission of instructor	null	false	false	false	False	False	False
15.708	Global Organizations Lab	Helps students discover and develop new and effective ways of managing and working together across national borders; also helps accelerate development of the context awareness and integrative management skills needed to lead in a globalized world. Involves intensive team engagement with a firm where students integrate their understanding of the relevant global and national economic and institutional contexts, industry dynamics, the firm's strategic position and capabilities, and its management organization and processes to provide the management sponsor with insight and effective recommendations. Includes a week-long site visit for research. Restricted to Executive MBA students.	true	Spring	Graduate	6-0-9	Permission of instructor	null	false	false	false	False	False	False
15.709	Key Decisions for Corporate Boards	Designed to help students understand the fundamental rules and practices of corporate boards in three key areas: the audit committee, the compensation committee, and corporate takeovers. Includes discussion related to case studies, with short lectures at the start and end of each session to highlight the differences and similarities in practices by boards in the US and abroad. Restricted to MIT Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.711	Executing Strategy for Results	Condensed version of 15.361 that introduces a comprehensive framework to understand how leaders can execute strategy more effectively. Presents case studies of companies that excel at execution, and a series of practical tools that can be applied immediately to boost performance. Intended for owner-operators and managers in complex organizations (more than 200 employees, multiple functions or units), particularly those competing in volatile markets. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.712	Negotiation and Influence	Provides understanding of the theory and processes of negotiation as practiced in a variety of settings. Designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. Allows students an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks. Emphasizes simulations, exercises, role playing, and cases. Restricted to Executive MBA students.	true	Spring	Graduate	3-0-3 [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.714	Competitive Strategy	Introduces a variety of modern strategy frameworks and methodologies to develop the skills needed to be a successful manager. Cases and readings explore a range of strategic problems, focusing particularly on the sources of competitive advantage and the interaction between industry structure and organizational capabilities. Emphasizes the perspective of the general manager in ensuring the firm's success. Encourages awareness of both the external (market) and internal (organizational) forces that shape firm performance. Restricted to Executive MBA students.	true	Spring	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.715	Entrepreneurial Strategy	Provides an integrated strategy framework for innovation-based entrepreneurs. Students examine the core strategic choices facing start-up innovators, and discuss a synthetic framework for the development, implementation and scaling of entrepreneurial strategy in dynamic environments over time. Identifies the types of choices that entrepreneurs must make to take advantage of a novel opportunity, and studies the logic of particular strategic commitments and positions that allow entrepreneurs to establish competitive advantage. Restricted to MIT Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.716	Leading Organizations	Promotes awareness of and strategies to meet the key challenges leaders face today (and tomorrow). Acquaints students with some of the psychological and sociological dynamics that regularly operate in organizational settings - the less visible but quite powerful "forces" that shape the way employees and managers respond (or don't respond) to a changing world. Restricted to Executive MBA students.	true	Summer	Graduate	3-0-6 [P/D/F]	null	null	false	false	false	False	False	False
15.717	Organizational Processes	Designed to enhance students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasizes the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Restricted to Executive MBA students.	true	Fall	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.718	Introduction to Disciplined Entrepreneurship	Fast-paced introduction to the disciplined entrepreneurship approach to enhancing entrepreneurial skills needed to be more productive at work, start a new venture, interact and evaluate new ventures, and understand what entrepreneurship is and is not. Interactive, action-oriented workshops build skills to apply knowledge imparted by the books Disciplined Entrepreneurship: 24 Steps to a Successful Startup and the Disciplined Entrepreneurship Workbook. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.720	Financial Accounting	Examines the basic concepts of corporate financial accounting and reporting, and the role of accounting information in investment decisions, corporate and managerial performance assessment, and the valuation of firms. Develops skills for performing an economics-based analysis of accounting information from the viewpoint of the users of accounting information (especially senior managers), rather than the preparer (the accountant). Restricted to Executive MBA students.	true	Spring	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.721	Communication and Persuasion Through Data for Executives	Explains how to better convey complex, quantitative information to non-experts inside and outside of one's organization. Aims to improve skill set and teach tools that can be used to demonstrate to others how to be more effective. Specific skills covered include improving ability to create effective visuals for communicating quantitative information, maximizing audience comprehension when presenting data, and cultivating ability to communicate complex ideas in writing. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.722	Applied Economics for Managers	Develops facility with concepts, language, and analytical tools of economics. Primary focus is on microeconomics. Emphasizes integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing US and international business environments. Restricted to Executive MBA students.	true	Fall	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.723	Advanced Applied Macroeconomics and International Institutions	Topics draw on current macroeconomic issues and events, such as modern monetary and fiscal policy; financial crisis, contagion, and currency crisis; real exchange rates, purchasing power parity, and long run sustainability; sustainable development; targeting and the new monetary policy regime; and Europe and the Euro: optimal currency areas. Restricted to Executive MBA students.	true	Spring	Graduate	3-0-3	15.702 or permission of instructor	null	false	false	false	False	False	False
15.724	Financial Management	Provides a rigorous introduction to corporate finance and capital markets, with an emphasis on applications vital to corporate managers. Exposes students to the major financial decisions made by leaders within a firm and to the ways the firm interacts with investors, with a focus on valuation. Topics include project and company valuation, measuring risk and return, stock pricing, corporate financing policy, the cost of capital, and risk management. Presents a broad overview of both theory and practice. Restricted to Executive MBA students.	true	Fall	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.725	Marketing Strategy for General Managers	Helps students consider the entire marketing mix in light of the strategy of the firm. Reviews customer-based sources of competitive advantage and discusses how to identify, measure, and leverage them. Introduces a method for comparing alternative selling formats (e.g., brick and mortar vs. electronic), aiming to find the most efficient ways to sell different products to different customers. Discusses the myriad ways in which the firm can grow its sources of competitive advantage. Provides practical experience in using tools to identify, evaluate, and develop marketing strategies; design efficient products and selling formats; and plan the use and development of the firm's portfolio of resources. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2	null	null	false	false	false	False	False	False
15.726	Pricing	Focuses on practical pricing tactics. Presents a framework for the steps firms should take when thinking about pricing a new product or improving the pricing performance of an old product. Tools covered include monadic pricing surveys, empirical price elasticity calculations, and conjoint. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2	null	null	false	false	false	False	False	False
15.727	The Analytics Edge	Introduces modern analytics methods (data mining and optimization), starting with real-world problems where analytics have made a material difference. Modern data mining methods include clustering, classification, logistic regression, CART, random forest methods, and association rules. Modern optimization methods include robust, adaptive and dynamic optimization. Applications include health care, hospital operations, finance, energy, security, internet, and demand modeling. Uses R programming language for data mining and ROME for robust optimization. Restricted to Executive MBA students.	true	Spring	Graduate	3-0-6	15.730 or permission of instructor	null	false	false	false	False	False	False
15.728	Deals, Finance, and the Law	Addresses the challenges managers face in connection with two overlapping responsibilities: negotiating and managing complex deals, and arranging financing. Examines mergers and acquisitions and early-stage investments in young companies; commercial finance, financial instruments, and structured products; and how these relationships and structures play out in the context of financial distress. Emphasizes the opportunities and risks the different parties involved confront. Focuses primarily on the US, but also considers how key legal issues are analyzed in a transnational context. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2	null	null	false	false	false	False	False	False
15.729	Leadership: Quantitative and Qualitative Approaches (LQ^2)	Uses interdisciplinary approaches and real-world examples to show how analytics inform organizational change. Takes into account the human and cultural components of organizations. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.730	Data, Models, and Decisions	Introduces students to fundamental tools in using data to make informed management decisions. Emphasizes the executive perspective: how to leverage best-practice quantitative methods to manage and drive the business. Exercises and cases complemented by perspectives and applications in finance, operations management, healthcare, the Internet, and other functions and industries. Restricted to Executive MBA students.	true	Spring	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.731	Risk Management	Provides several core analytical and management concepts, helping students identify, model, think about, analyze, and manage risk. Topics vary; examples include risk measures, the drivers-event-outcomes framework, low-probability high-impact risk events, hedging risk with financial options, real options, risk management in the supply chain, project risk management, modern portfolio management, systemic risk. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	(15.730 and 15.734) or permission of instructor	null	false	false	false	False	False	False
15.732	Marketing Management	Studies the application of a reasoned framework to the selection of target markets and the optimization of marketing decisions. Subject is divided into two parts: a tactical portion that reviews how firms optimize profits in their chosen markets, and a strategic portion that focuses on identifying target markets. Tactical topics include pricing, promotion, channel and product issues. Restricted to Executive MBA students.	true	Fall	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.733	Global Financial Markets	Addresses the risks taken by trading goods and services across borders and by borrowing and investing globally. Provides a framework for understanding and assessing cross-border transactions, global financing, and global investment opportunities, with a particular attention to exchange rate risk and how it affects decision-making. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.734	Introduction to Operations Management	Provides concepts, techniques and tools to design, analyze and improve core strategic operational capabilities. Covers a broad range of application domains and industries, such as high-tech, financial services, insurance, automotive, health care, retail, fashion, and manufacturing. Emphasizes the effects of uncertainty in business decision making and the interplay between strategic and financial objectives and operational capabilities. Students play simulation games that demonstrate some of the central concepts. Restricted to Executive MBA students.	true	Spring, Summer	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.736	Introduction to System Dynamics	Introduces system dynamics modeling for the analysis of business policy and strategy. Provides the skills to visualize an organization in terms of the structures and policies that create dynamics and regulate performance. Uses causal mapping, simulation models, case studies, and management flight simulators to help develop principles of policy design for successful management of complex strategies. Considers the use of systems thinking to promote effective organizational learning. Restricted to Executive MBA students.	true	Spring, Summer	Graduate	3-0-6	Permission of instructor	null	false	false	false	False	False	False
15.737	Advanced System Dynamics	Workshops focus on two models: the dynamics of service quality within a firm; and industry dynamics (particularly investment cycles and bubbles), including the energy and housing markets. Emphasis on formulation, analysis, use, and decision-making. Develops modeling skills. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	3-0-0 [P/D/F]	15.736 or permission of instructor	null	false	false	false	False	False	False
15.738	Corporate Finance for Turbulence and Innovation	Case studies and lectures introduce financial tools needed to make value-enhancing business decisions. Topics drawn from issues such as advanced valuation analysis, capital structure decisions, debt restructuring, bankruptcy, incentive problems, real options, and valuation of international projects. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	15.414 or 15.724	null	false	false	false	False	False	False
15.739	Discovering Your Leadership Signature	Introspective course that helps students understand and develop their unique way of leading, i.e., their leadership signature. Students delve deeply into their patterns of leadership to understand what helps and hinders them in becoming a better leader. Substantial time spent learning how to effectively tell leadership stories and examine leadership identity, drawing on theory from the leadership literature, family systems, developmental psychology, personality psychology, and organizational change. Builds on the four capabilities (4-CAPS+) model and includes case studies, reflection, video analysis, and storytelling. Restricted to Executive MBA and Sloan Fellow MBA students.	true	Fall	Graduate	3-0-6	null	null	false	false	false	False	False	False
15.740	Strategic Communication for Executives	Develops communication skills crucial to successful management. Focuses on identifying a range of communication styles, and recognizing how to use them; dealing successfully with challenging or hostile audiences; understanding cross-cultural and global communication issues and differences; and leading and communicating in a crisis situation. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.741	Game Theory for Strategic Advantage	Leverages game theory — the analysis of multi-person decision problems — to develop interactive thinking in strategic environments. Students play and analyze games that arise frequently in business settings and discuss numerous real-world examples. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2	null	null	false	false	false	False	False	False
15.742	Platform Strategy	Provides a framework for strategy for firms pursuing multi-sided platform business models. Emphasizes the development and application of conceptual frameworks that enable managers to make effective decisions as they seek to create value with a platform, and to capture value from it in the face of competition from other platform providers. Restricted to Executive MBA and Sloan Fellow MBA students.	true	IAP	Graduate	1-0-2 [P/D/F]	null	null	false	false	false	False	False	False
15.761	Introduction to Operations Management	Imparts concepts, techniques, and tools to design, analyze, and improve core operational capabilities and apply them to a broad range of domains and industries. Emphasizes the effect of uncertainty in decision-making, as well as the interplay among high-level financial objectives, operational capabilities, and people and organizational issues. Covers topics in capacity analysis, process design, process and business innovation, inventory management, risk pooling, supply chain coordination, sustainable operations, quality management, operational risk management, pricing and revenue management. Underscores how these topics are integrated with different functions of the firm. Case studies and simulation games provide experience in applying central concepts and techniques to solve real-world business challenges. Meets with 15.7611 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version. Summer section is primarily for Leaders for Global Operations students.	true	Fall, Spring, Summer	Graduate	4-0-5	6.3700, 15.060, or permission of instructor	null	false	false	false	False	False	False
15.7611	Introduction to Operations Management	Imparts concepts, techniques, and tools to design, analyze, and improve core operational capabilities and apply them to a broad range of domains and industries. Emphasizes the effect of uncertainty in decision-making, as well as the interplay among high-level financial objectives, operational capabilities, and people and organizational issues. Covers topics in capacity analysis, process design, process and business innovation, inventory management, risk pooling, supply chain coordination, sustainable operations, quality management, operational risk management, pricing and revenue management. Underscores how these topics are integrated with different functions of the firm. Case studies and simulation games provide experience in applying central concepts and techniques to solve real-world business challenges. Meets with 15.761 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version.	true	Spring	Undergraduate	4-0-5	15.069, 18.600, or permission of instructor	null	false	false	false	False	False	False
15.762[J]	Supply Chain Analytics	Focuses on effective supply chain strategies for companies that operate globally, with emphasis on how to plan and integrate supply chain components into a coordinated system. Students are exposed to concepts and models important in supply chain planning with emphasis on key tradeoffs and phenomena. Introduces and utilizes key tactics such as risk pooling and inventory placement, integrated planning and collaboration, and information sharing. Lectures, computer exercises, and case discussions introduce various models and methods for supply chain analysis and optimization.	true	Spring	Graduate	3-0-9	15.761 or SCM.260	1.273[J], IDS.735[J]	false	false	false	False	False	False
15.763[J]	Supply Chain: Capacity Analytics	Focuses on decision making for system design, as it arises in manufacturing systems and supply chains. Students exposed to frameworks and models for structuring the key issues and trade-offs. Presents and discusses new opportunities, issues and concepts introduced by the internet and e-commerce. Introduces various models, methods and software tools for logistics network design, capacity planning and flexibility, make-buy, and integration with product development. Industry applications and cases illustrate concepts and challenges. Recommended for Operations Management concentrators. Second half-term subject.	true	Spring	Graduate	2-0-4	15.761, 15.778, or SCM.260	1.274[J], IDS.736[J]	false	false	false	False	False	False
15.764[J]	The Theory of Operations Management	Provides mathematical foundations underlying the theory of operations management. Covers both classic and state-of-the-art results in various application domains, including inventory management, supply chain management and logistics, behavioral operations, healthcare management, service industries, pricing and revenue management, and auctions. Studies a wide range of mathematical and analytical techniques, such as dynamic programming, stochastic orders, principal-agent models and contract design, behavioral and experimental economics, algorithms and approximations, data-driven and learning models, and mechanism design. Also provides practical experience in how to apply the theoretical models to solve OM problems in business settings. Specific topics vary from year to year.	true	Spring	Graduate	3-0-9	(6.7210 and 6.7700) or permission of instructor	1.271[J], IDS.250[J]	false	false	false	False	False	False
15.765[J]	Global Supply Chain Management	Focuses on the planning, processes, and activities of supply chain management for companies involved in international commerce. Students examine the end-to-end processes and operational challenges in managing global supply chains, such as the basics of global trade, international transportation, duty, taxes, trade finance and hedging, currency issues, outsourcing, cultural differences, risks and security, and green supply chains issues. Highly interactive format features student-led discussions, staged debates, and a mock trial. Includes assignments on case studies and sourcing analysis, as well as projects and a final exam.	true	Spring	Graduate	2-0-4	15.761, 15.778, SCM.260, SCM.261, or permission of instructor	1.265[J], 2.965[J], SCM.265[J]	false	false	false	False	False	False
15.766	Domestic Plant Trek and Partner Integration	During required travel over three weeks around the United States, participants visit eight to 12 LGO industry partner sites to observe manufacturing and operations processes. The class is divided into smaller groups that individually assess each site's operations or manufacturing across an array of areas, which may include: global competition and strategy; leadership; customers; society and sustainability; new product introduction; global supply chain; organizational structure and culture; operations of machinery, processes, and materials; and metrics and quality. Travel costs are primarily covered by site hosts, but co-payment (up to $500) may be necessary. Restricted to Leaders for Global Operations students.	true	IAP	Graduate	0-6-3 [P/D/F]	null	null	false	false	false	False	False	False
15.768	Management of Services: Creating Value for Customers, Employees, and Investors	Focuses on how companies can use operational principles to create value for customers, employees, and investors simultaneously. Case-based subject that emphasizes systems perspective and leadership in operations versus the use of specific analytical tools (e.g., queuing theory, inventory management, process analysis) that were covered in the pre- or co-requisite. Cases include a range of service operations contexts including healthcare, hospitality, retailing, food service, pest control, and financial services.	true	Fall	Graduate	3-0-6	None. Coreq: 15.761 or 15.778	null	false	false	false	False	False	False
15.769	Operations Strategy	Provides a unifying framework for analyzing strategic decisions in manufacturing and service operations. Covers decisions in technology, facilities, vertical integration, human resources, sourcing, supply chain, and other strategic areas. Examines how decisions in these areas can be made to align with business strategy, and emphasizes the concept of operations as a source of competitive advantage. Discusses operations strategy within the firm, across the supply chain, and for growth and new business models. Qualifies as an elective for the Sloan Sustainability Certificate.	true	Spring	Graduate	3-0-6	15.761, 15.778, or permission of instructor	null	false	false	false	False	False	False
15.770[J]	Logistics Systems	Provides an introduction to supply chain management from both analytical and practical perspectives. Taking a unified approach, students develop a framework for making intelligent decisions within the supply chain. Covers key logistics functions, such as demand planning, procurement, inventory theory and control, transportation planning and execution, reverse logistics, and flexible contracting. Explores concepts such as postponement, portfolio management, and dual sourcing. Emphasizes skills necessary to recognize and manage risk, analyze various tradeoffs, and model logistics systems. SCM.271 meets with SCM.260, but has fewer assignments.	true	Fall	Graduate	3-0-9	Permission of instructor	1.260[J], IDS.730[J], SCM.260[J]	false	false	false	False	False	False
15.771[J]	Case Studies in Logistics and Supply Chain Management	A combination of case studies and industry speakers covering the strategic and operating issues in supply chain transformation. Focuses on the pragmatic creation of supply chain capabilities, including resilience, omnichannel, E2E visibility, entrepreneurship, servitization, E2E automation, and AI.	true	Spring	Graduate	2-0-4	null	1.261[J], SCM.261[J]	false	false	false	False	False	False
15.772[J]	D-Lab: Supply Chains	Introduces concepts of supply chain design and planning with a focus on supply chains for products destined to improve quality of life in developing countries. Topics include demand estimation, process analysis and improvement, facility location and capacity planning, inventory management, and supply chain coordination. Also covers issues specific to emerging markets, such as sustainable supply chains, choice of distribution channels, and how to account for the value-adding role of a supply chain. Students conduct D-Lab-based projects on supply chain design or improvement. Students taking graduate version complete additional assignments.	true	Spring	Undergraduate	3-3-6	null	2.771[J], EC.733[J]	false	false	false	False	False	False
15.773	Hands-on Deep Learning	Fast-paced introduction to Deep Learning, the engine behind modern artificial intelligence, with an emphasis on developing a practical understanding of how to build models to solve complex problems involving unstructured data. Topics include the basics of deep neural networks and how to set up and train them, convolutional networks to process images and videos, transformers for natural language processing, generative large language models (such as ChatGPT), and text-to-image models (such as MidJourney). Prior familiarity with Python and fundamental machine learning concepts (such as training/validation/testing, overfitting/underfitting, and regularization) required.	true	Spring	Graduate	3-0-3	None. Coreq: 15.071 or 15.072; or permission of instructor	null	false	false	false	False	False	False
15.774	The Analytics of Operations Management	Introduces core concepts and methods in data-driven modeling that inform and optimize decisions under uncertainty. Teaches modeling and computational skills (R and Python). Covers topics such as machine learning, time series forecasting, choice modeling, dynamic programming, mixed-integer programming, stochastic optimization, matching algorithms, and multi-armed bandits. Draws on real-world applications from retail, healthcare, logistics, supply chain, public sector, social applications, and online learning.	true	Fall	Graduate	3-0-9	None. Coreq: 15.060; or permission of instructor	null	false	false	false	False	False	False
15.775	Analytics Proseminar	Provides opportunities to meet senior executives serving in top analytics and data science functions within a variety of organizations across industries. Discusses key business analytics issues from the perspective of top management. Students prepare detailed briefings identifying and exploring important analytics issues facing these organizations.	true	Spring	Graduate	2-0-1 [P/D/F]	null	null	false	false	false	False	False	False
15.777	Healthcare Lab: Introduction to Healthcare Delivery in the United States	Focuses on the business challenges and opportunities to deliver high-quality and reasonably-priced health services, mainly in the United States. Provides an opportunity to interact with guest speakers and senior executives from the health sector. Topics include aspects of healthcare delivery operations and how they are affected by healthcare reform policies, alternative payment models, population health perspectives, and social determinants of health. Discussions include examples from the ongoing healthcare-related work of Sloan faculty, as well as the potential for analytics and digitization to impact healthcare delivery. Provides a broad perspective on various career paths, such as consulting, entrepreneurship, delivery system management, and digital innovation development. Student teams work with a provider, supplier or healthcare-related startup organization on an applied project. Includes on-site work during fall and IAP.	true	Fall, IAP	Graduate	4-0-11	15.060 and 15.761	null	false	false	false	False	False	False
15.778	Introduction to Operations Management	Integrated approach to the analysis, design and management of supply networks for products and services. Provides a framework for analysis, design and operation of supply chains (SCs) that relies on fundamental concepts, such as the management of inventory, and operations and logistics planning. Discusses the value of (timely) information and of the need for collaboration and coordination between SC players. Also presents conceptual frameworks that focus on the emergence of a wide range of enabling services that are critical to the survival and growth of this class of system. Includes study and discussion of concepts, examples, and case studies from a wide range of industries. Guest speakers present personal experiences on various aspects of the service industry and supply chains. Restricted to Sloan Fellow MBA students.	true	Summer	Graduate	3-0-6	null	null	false	false	false	False	False	False
15.779	Technology, Design and Entrepreneurship: Operating in Emerging Communities	Designed for students working on solutions for resource-constrained communities. Examines downstream issues surrounding the adoption, distribution, and scaling (via business, non-profit, or public policy channels) of new solutions in an international development context. Focuses on implementing solutions as well as understanding the impact of interventions proposed.	true	Spring	Graduate	3-0-3	Permission of instructor	null	false	false	false	False	False	False
15.780	Analytics of Operations Management	Introduces core concepts in data-driven modeling that inform and optimize business decisions under uncertainty. Covers models and frameworks, such as machine learning, time series forecasting, dynamic programming, stochastic optimization, and multi-armed bandits. Draws on real-world applications, with several examples from retail, healthcare, logistics, supply chain, and public sector.	true	Fall	Undergraduate	3-0-9	6.3700, 15.069, or permission of instructor	null	false	false	false	False	False	False
15.781	Technology, Design and Entrepreneurship: Operating in Emerging Communities	Designed for students working on solutions for resource-constrained communities. Examines downstream issues surrounding the adoption, distribution, and scaling (via business, non-profit, or public policy channels) of new solutions in an international development context. Focuses on implementing solutions as well as understanding the impact of interventions proposed. Restricted to Tata Fellows.	true	Spring	Graduate	2-0-1	Permission of instructor	null	false	false	false	False	False	False
15.782	Product Development Methods	Covers modern tools and methods for product design and development, including human-centered design, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, sustainable design methods, and product management. Limited enrollment.	true	Spring	Graduate	3-0-0 [P/D/F]	null	null	false	false	false	False	False	False
15.783[J]	Product Design and Development	Covers modern tools and methods for product design and development. Includes a cornerstone project in which teams conceive, design and prototype a physical product and/or service. Covers human-centered design, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, green design methods, and product management. Sloan students register via Sloan course bidding. Engineering students accepted via lottery based on WebSIS pre-registration.	true	Spring	Graduate	3-3-6	2.009, 15.761, 15.778, 15.814, or permission of instructor	2.739[J]	false	false	false	False	False	False
15.784	Operations Laboratory	Provides an interactive learning experience in implementing operations improvement and an opportunity to work on challenging operations problems across industries in the Boston area, across the United States, and abroad. Teams of three to four students use their training and experience to help improve operations in organizations that range from small and medium businesses to multi-national corporations. Teams conduct term-long projects via remote interactions with companies, and travel to work on-site at the client company during the Sloan Innovation Period. Boston-area projects involve periodic visits throughout the term.	true	Spring	Graduate	2-3-4	None. Coreq: 15.761	null	false	false	false	False	False	False
15.785	Product Management	Introduction to product management with an emphasis on its role within technology-driven enterprises. Topics include opportunity discovery, product-technology roadmapping, product development processes, go-to-market strategies, product launch, lifecycle management, and the central role of the product manager in each activity. Exercises and assignments utilize common digital tools, such as storyboarding, wireframe mock-ups, and A/B testing. Intended for students seeking a role in a product management team or to contribute to product management in a new enterprise.	true	Spring	Graduate	2-0-4	null	null	false	false	false	False	False	False
15.786	Product Management with Lab	Adds an action learning component to 15.785. Students are matched with partner companies and contribute (over IAP) to a PM-related project at the company. Students must register for both IAP and spring to receive credit and participate in the company project.	true	IAP, Spring	Graduate	3-0-9	None. Coreq: 15.761; permission of instructor	null	false	false	false	False	False	False
15.792[J]	Global Operations Leadership Seminar	Integrative forum in which worldwide leaders in business, finance, government, sports, and education share their experiences and insights with students aspiring to run global operations. Students play a large role in managing the seminar. Preference to LGO students.	true	Fall, Spring	Graduate	2-0-0 [P/D/F]	null	2.890[J], 10.792[J], 16.985[J]	false	false	false	False	False	False
15.794	Research Project in Operations	Required course designed for Leaders for Global Operations (LGO) students in conjunction with on-site projects at LGO partner companies. Internship experience must be at least 1,000 hours in length over 25-week period over the course of two academic terms, and students enter a formal agreement with their internship host company. Students work on faculty-supervised thesis research projects that deal with a specific aspect of operations, informed by this experience. Students' completion of requirements will be certified by faculty advisor. Students are required to summarize their work in the context of understanding organization, leadership, teamwork, and task management, in conjunction with 15.317.	true	Fall, IAP, Spring, Summer	Graduate	rranged	Permission of instructor	null	false	false	false	False	False	False
15.799	Workshop in Operations Management	Presentations by faculty, doctoral students, and guest speakers of ongoing research relating to current issues in operations management, including reports of research projects (proposed or in progress) and informal discussions of recent literature dealing with subjects of special interest to participants. Primarily for doctoral students.	true	Fall, Spring	Graduate	rranged	null	null	false	false	false	False	False	False
15.809	Introduction to Marketing and Strategy	Introduces the core strategic framework used to evaluate the attractiveness of different markets. Reviews the methods that firms can use to optimize their profits in the markets that they choose to target. Restricted to Sloan Fellow MBAs.	true	Summer	Graduate	3-0-6 [P/D/F]	null	null	false	false	false	False	False	False
15.814	Marketing Innovation	Develops the skills necessary to market innovations, including new products, services, concepts, and customer experiences. Covers how to select the right market, target that market effectively, position a product or service for maximum success, and combine analytics, frameworks, and research for maximum potential. Emphasizes both marketing theory and practice: proven solutions to marketing problems, case sessions to illustrate the application of these techniques in various industries, and practice sessions to apply these techniques to real problems.	true	Fall, Spring	Graduate	3-0-6	null	null	false	false	false	False	False	False
15.8141	Marketing Innovation	Develops the skills necessary to market innovations, including new products, services, concepts, and customer experiences. Covers how to select the right market, target that market effectively, position a product or service for maximum success, and combine analytics, frameworks, and research for maximum potential. Emphasizes both marketing theory and practice: proven solutions to marketing problems, case sessions to illustrate the application of these techniques in various industries, and practice sessions to apply these techniques to real problems.	true	Spring	Undergraduate	3-0-6	null	null	false	false	false	False	False	False
15.815	Applied Behavioral Economics	Introduction to behavioral economics for future managers, analysts, consultants or advisors to private and public enterprises. Presents basic principles of behavioral economics, and selected applications to marketing, management, finance, and public policy. Focuses on hidden influences, habits, and irrationalities in our behavior. Treats departures from 'rational behavior' as opportunities - for individuals to improve themselves, for companies to solve consumers' problems, for society to create new institutions and policies.	true	Spring	Graduate	3-0-6	null	null	false	false	false	False	False	False
15.818	Pricing	Framework for understanding pricing strategies and analytics, with emphasis on entrepreneurial pricing. Topics include economic value analysis, elasticities, customization, complementary products, pricing in platform markets, and anticipating competitive responses.	true	Fall	Graduate	3-0-3	15.809, 15.814, or permission of instructor	null	false	false	false	False	False	False
15.819	Marketing and Product Analytics	Uses quantitative data to inform, make, and automate marketing and product decisions, including growth marketing, product design, pricing and promotions, advertising, and customer retention. Topics include creating metrics, randomized experiments, models for targeting, network effects, and analyzing launches. Features lectures, industry examples and guests, and data analysis assignments supported by in-class labs. Draws inspiration from the internet industry, but applications span many industries.	true	Spring	Graduate	3-0-6	15.809, 15.814, or permission of instructor	null	false	false	false	False	False	False
15.821	Listening to the Customer	Introduces proven methods for listening to customers and understanding their needs in order to generate new ideas to build the top line. Students practice experiential interviewing and discuss how to use metaphor analysis, observation, the voice of the customer, and other methods to uncover customer needs.	true	Spring	Graduate	3-0-3	15.809, 15.814, or permission of instructor	null	false	false	false	False	False	False
15.822	Strategic Market Measurement	Project subject teaches students how to create, carry out, interpret, and analyze a market research questionnaire. Emphasis on discovering market structure and segmentation, but students can pursue other project applications. Includes a user-oriented treatment of multivariate analysis (factor analysis, multidimensional scaling, conjoint and cluster analysis).	true	Spring	Graduate	3-0-3	null	null	false	false	false	False	False	False
15.830	Enterprise Management Lab	Lays the foundation for the Enterprise Management (EM) Certificate by developing students' ability to apply integrated management perspectives and practices through action-learning. Small teams of students deliver quality deliverables by working on projects for large organizations and emergent innovators that integrate marketing, operations, and/or strategy. Students engage with faculty mentors and guest faculty speakers from marketing, strategy, and operations. Promotes a holistic cross-functional approach to addressing business issues. Significant class time allocated to team collaboration on projects. Students must register for both the fall term and IAP. Restricted to students eligible for the MIT Sloan Enterprise Management Certificate.	true	Fall, IAP	Graduate	3-0-6	None. Coreq: 15.761, 15.814, or 15.900	null	false	false	false	False	False	False
15.833	Business-to-Business Marketing	Applies marketing concepts, analyses and tools used in business-to-business (B2B) marketing. Develops an understanding of customer value management and value quantification as a strategy for delivering superior value to targeted business segments while maintaining equitable returns. Focuses on B2B pricing, brand building, web and technology facilitation of the supply chain, and customer relationship management. Underscores sales force management within the context of go-to-market strategy; however, does not address selling per se. Discusses various B2B contexts, such as products and services, for- and non-profits, and domestic and global markets. Emphasizes applications in technology and healthcare domains. Includes value-based pricing project, case studies, applied exercises, and readings.	true	Fall	Graduate	3-0-3	15.809, 15.814, or permission of instructor	null	false	false	false	False	False	False
15.834	Marketing Strategy	Prepares students to formulate the marketing component of overall corporate strategy. Students examine three types of situations: some in which firms leverage their existing competitive advantages; some in which they build new competitive advantages; and some in which a seemingly weaker competitor, such as a start-up, leapfrogs a larger incumbent. Presents material through a combination of cases, lectures, and a group project.	true	Spring	Graduate	4-0-2	15.809, 15.814, or permission of instructor	null	false	false	false	False	False	False
15.835	Entrepreneurial Marketing	Explores a basic marketing framework in depth as it applies to start-ups. Students then apply this framework to a project.	true	Spring	Graduate	3-0-3	null	null	false	false	false	False	False	False
15.838	Research Seminar in Marketing	Seminar on current marketing literature and current research interests of faculty and students. Topics such as marketing models, consumer behavior, competitive strategy, marketing experimentation, and game theory. Restricted to doctoral students.	true	Fall, Spring	Graduate	3-0-6	null	null	false	false	false	False	False	False
15.839	Workshop in Marketing	Presentations by faculty, doctoral students, and guest speakers of ongoing research relating to current issues in marketing. Topics: reports of research projects (proposed or in progress) and informal discussions of recent literature dealing with subjects of special interest to participants. Restricted to doctoral students.	true	Fall, Spring	Graduate	rranged [P/D/F]	Permission of instructor	null	false	false	false	False	False	False
15.840-15.843	Seminar in Marketing	Group study of current topics related to marketing.	true	Fall	Graduate	rranged	15.810	null	false	false	false	False	False	False
15.846	Branding	Provides a foundation for building, managing, and defending brands at various stages in the brand life cycle. Introduces the fundamentals of customer experience, brand architecture, and management strategies relevant for B2C and B2B Marketing. Examples from a variety of industries cover topics that include brand co-creation, diffusion, imitation, and authenticity. Explores theory and practice using cases and behavioral academic research. Also looks at the development of leadership branding.	true	Spring	Graduate	3-0-3	15.809, 15.814, or permission of instructor	null	false	false	false	False	False	False
15.847[J]	Consumer Behavior	Examines the behavior of consumers through the lens of behavioral economics, cognitive science, and social psychology. Reviews theory and research and brings this knowledge to bear on a wide range of applications in business and public policy. Lectures are combined with cases, guest speakers, and brainstorming sessions where students work in teams to apply concepts to real-world problems. Meets with 15.8471 when offered concurrently. Expectations and evaluation criteria may differ for students taking the graduate version; consult syllabus or instructor for specific details.	true	Fall	Graduate	3-0-6	15.809, 15.814, or permission of instructor	9.550[J]	false	false	false	False	False	False
15.8471[J]	Consumer Behavior	Examines the behavior of consumers through the lens of behavioral economics, cognitive science, and social psychology. Reviews theory and research and brings this knowledge to bear on a wide range of applications in business and public policy. Lectures are combined with cases, guest speakers, and brainstorming sessions where students work in teams to apply concepts to real-world problems. Meets with 15.847 when offered concurrently. Expectations and evaluation criteria may differ for students taking the graduate version; consult syllabus or instructor for specific details.	true	Fall	Undergraduate	3-0-6	null	9.55[J]	false	false	false	False	False	False
15.871	Introduction to System Dynamics	Introduction to systems thinking and system dynamics modeling applied to strategy, organizational change, and policy design. Students use simulation models, management flight simulators, and case studies to develop conceptual and modeling skills for the design and management of high-performance organizations in a dynamic world. Case studies of successful applications of system dynamics in growth strategy, management of technology, operations, public policy, product development, and others. Principles for effective use of modeling in the real world. Meets with 15.873 first half of term when offered concurrently. Students taking 15.871 complete additional assignments.	true	Fall, Spring, IAP, IAP, IAP, Spring, Fall, IAP, Spring, Summer, Fall, IAP, Spring, Summer, Fall, IAP, Spring, Summer	Graduate	3-0-3	Permission of instructor	null	false	false	false	False	False	False

15.669

Strategies for People Analytics

Focuses on the strategies used to successfully design and implement people analytics in one's organization. Draws on the latest company practices, research projects, and case studies - all with the goal of helping students deepen their understanding of how people analytics can be applied in the real world. Covers the most important aspects of human resource management and people analytics. Demonstrates how to apply those basic tools and principles when hiring, evaluating and rewarding performance, managing careers, and implementing organizational change. No listeners.

true

Fall

Graduate

3-0-3

15.311 or permission of instructor

null

false

False

15.671

U-Lab: Transforming Self, Business and Society

Experiential opportunity to practice new leadership skills, such as deep listening, being present (mindfulness), and generative dialogue. In weekly coaching circles, each student has one full session to present their current leadership edge and receive feedback from peer coaches. Includes an additional action learning project.

true

Fall

Graduate

3-0-3 [P/D/F]

null

false

False

15.672

Negotiation Analysis

Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.

true

IAP

Graduate

1-0-2 [P/D/F]

Permission of instructor

null

false

False

15.6721

Negotiation Analysis

Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.

true

IAP

Undergraduate

1-0-2 [P/D/F]

Permission of instructor

null

false

False

15.673

Negotiation Analysis

Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.

true

IAP

Graduate

2-0-4 [P/D/F]

Permission of instructor

null

false

False

15.6731

Negotiation Analysis

Presents analytical frameworks and strategies to handle a variety of negotiation situations. Includes simulations, games, videos, lectures, discussion, and multiple opportunities to practice and hone negotiation, communication, and influence skills with extensive personalized feedback. Intended for students with a broad spectrum of backgrounds and experience levels. Six-unit version includes additional class time and outside work. Expectations and evaluation criteria differ for students taking graduate version. Limited to 80 via lottery; consult class website for information and deadlines.

true

IAP

Undergraduate

2-0-4 [P/D/F]

Permission of instructor

null

false

False

15.674[J]

Leading Creative Teams

Prepares students to lead teams charged with developing creative solutions in engineering and technical environments. Grounded in research but practical in focus, equips students with leadership competencies such as building self-awareness, motivating and developing others, creative problem solving, influencing without authority, managing conflict, and communicating effectively. Teamwork skills include how to convene, launch, and develop various types of teams, including project teams. Learning methods emphasize personalized and experiential skill development. Enrollment limited.

true

Fall, Spring

Graduate

3-0-6

Permission of instructor

6.9280[J], 16.990[J]

false

False

15.675

Negotiation Seminar

Provides understanding of the theory and processes of negotiation as practiced in a variety of settings. Designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. Allows students an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks. Emphasizes simulations, exercises, role playing, and cases. Restricted to Sloan Fellow MBAs.

true

IAP

Graduate

3-0-3 [P/D/F]

null

false

False

15.676

Work and Employment Relations Theory

Interactive reading and discussion subject focused on work and employment relations. Students draw upon and integrate research and theory from various disciplines, primarily the industrial relations tradition and the sociology of work. Addresses trends in employment relations, systems of power and control within workplaces, the replication or remediation of inequalities within organizations, and various proposed strategies for improving work. Focus is on the contemporary US, with a grounding in recent history and institutions.

true

Spring

Graduate

3-0-9

Permission of instructor

null

false

False

15.677[J]

Labor Markets and Employment Policy

Research-based examination of how labor markets work — and how they have evolved over time — through trends such as rising income inequality, technological change, globalization, falling worker power, and the fissuring of the workplace. Through reading and engaging with economics research papers, students use theoretical frameworks and rigorous empirical evidence to analyze public policy interventions in the labor market, including unemployment insurance, minimum wage, unions, family leave, anti-discrimination policies, and workforce development. Preference to graduate and PhD students.

true

Spring

Graduate

3-0-9

Permission of instructor

11.427[J]

false

False

15.679[J]

USA Lab: Bridging the American Divides

Practical exploration of community revitalization in America's small towns and rural regions. Focuses on work, community, and culture. Consists of rigorous classroom discussions, research, and team projects with community development organizations. Site visit over SIP week and spring break required for project fieldwork.

true

Spring

Graduate

3-1-5

null

11.651[J]

false

False

15.681

From Analytics to Action

Develops appreciation for organizational dynamics and competence in navigating social networks, working in a team, demystifying rewards and incentives, leveraging the crowd, understanding change initiatives, and making sound decisions. Restricted to Master of Business Analytics students.

true

Fall

Graduate

3-0-3 [P/D/F]

null

false

False

15.690

Diversity as Discovery

Aims to help students discover who they are as individuals and members of a community. Course operates under two basic assumptions: that we can accomplish more together than alone, and that a significant part of who we are as individuals is left out of most organizational settings. Confronts the lack of tools and frameworks for dealing with the wealth of diversity among populations, and discusses the value diversity could potentially create.

true

Fall

Undergraduate

3-0-3 [P/D/F]

null

false

False

15.691

Research Seminar in Work, Employment and Industrial Relations

Discusses important areas for research in work, employment and industrial relations; frameworks for research, research techniques, and methodological problems. Centered mainly on staff research and the thesis research of advanced graduate students and invited guests.

true

Fall

Graduate

rranged

Permission of instructor

null

false

False

15.698

Seminar in Industrial Relations and Human Resource Management

Group study of current topics related to industrial relations and human resource management.

true

Fall

Graduate

rranged

null

false

False

15.700

Leadership and Integrative Management

Investigates the different perspectives a general manager must take, how to integrate those perspectives, and the role of leadership in setting and realizing goals. Students work intensively in teams and with multiple faculty, using a deep dive into the challenges faced by a major global firm operating in complex global markets. Restricted to Executive MBA students.

true

Fall, Spring

Graduate

3-0-6 [P/D/F]

Permission of instructor

null

false

False

15.701

Innovation-Driven Entrepreneurial Advantage

Exposes students to the content, context, and contacts that enable entrepreneurs to design and launch successful stand-alone ventures, ventures inside established corporations, and ventures in partnership with established corporations based on new innovations. Students examine the critical entrepreneurial and innovation challenges facing entrepreneurs inside new and established firms, and develop frameworks that allow them to identify, evaluate, iterate, and integrate their ideas effectively. Case-based discussions complemented by visits to key actors in MIT labs, as well as live case studies with successful entrepreneurs. Specially designed team projects provide practical experience in entrepreneurial strategy, innovation management, and the workings of the MIT entrepreneurial ecosystem. Restricted to Executive MBA students.

true

Spring

Graduate

6-0-6

None. Coreq: 15.714; or permission of instructor

null

false

False

15.702

Leading in a Global Context: Macroeconomics and Global Markets

Intensive module on the global economy, combining the key perspectives of macroeconomics and global economic strategy. Focuses on the policy and economic environment of firms, as well as on the development of a more international market in products, services, and capital, and how this affects trade and industries. Presents insights into national economic strategies for development, and into the evolving rules and institutions governing the international economic order. Develops an actionable appreciation for managers of the international dimensions of economic policy and strategy in an increasingly complex world economy. Restricted to Executive MBA students.

true

Fall

Graduate

6-0-6

Permission of instructor

null

false

False

15.703

Leading with Impact

Student teams work with the leadership of local not-for-profits to solve a pressing problem faced by that organization. The problems will vary with the organization in question, as will the skills and capabilities students draw on to appropriately address them. Culminates with group reflection on what it means to be a principled innovative leader who improves the world. Restricted to Executive MBA students.

true

Spring

Graduate

3-3-3

Permission of instructor

null

false

False

15.704

IDEA Lab

Opportunity to work with interested organizations - or on a startup - to explore and leverage innovation ecosystems, build greater strength in innovation-driven entrepreneurial advantage, and build a stronger culture of corporate innovation. Faculty and students co-create projects along one of two tracks: the innovation track, focused on organizations wishing to become more innovative and/or engage the ecosystem; or the entrepreneurship track, principally for students with startup enterprises/ventures. Further explores themes of innovation ecosystems, stakeholders, and the innovation loop of experimentation and evaluation. Innovation projects are team-based and can be Boston-based. Entrepreneurship projects can be a solo enterprise, but teams are also encouraged. Restricted to second year Executive MBA students.

true

Spring

Graduate

6-0-9

15.701

null

false

False

15.705

Organizations Lab

Preparation for an organizational change project. Emphasis on applying tools of organizational, operational, and systems analysis in order to effect change. Includes a focus on the challenges and opportunities presented by issues of leadership and organizational behavior. Each student leads a change project in his or her own organization, focusing on fixing a broken or ineffective process. Examples of possible initiatives include a strategic reorientation, organizational restructuring, introduction of a new technology, a worker participation program, etc. Restricted to Executive MBA students.

true

Fall

Graduate

3-0-9

Permission of instructor

null

false

False

15.707

Global Strategy

Provides students with the evidence, concepts and models for understanding company performance in a global world and the issues facing executives in the early 21st century. Prepares students to manage effectively in todays interconnected world by understanding this changing environment, principles of global strategy, and the relation between global strategy and organization. Focuses on the specificities of strategy and organization of the multinational company. Restricted to Executive MBA students.

true

Fall, Spring

Graduate

3-0-3

Permission of instructor

null

false

False

15.708

Global Organizations Lab

Helps students discover and develop new and effective ways of managing and working together across national borders; also helps accelerate development of the context awareness and integrative management skills needed to lead in a globalized world. Involves intensive team engagement with a firm where students integrate their understanding of the relevant global and national economic and institutional contexts, industry dynamics, the firm's strategic position and capabilities, and its management organization and processes to provide the management sponsor with insight and effective recommendations. Includes a week-long site visit for research. Restricted to Executive MBA students.

true

Spring

Graduate

6-0-9

Permission of instructor

null

false

False

15.709

Key Decisions for Corporate Boards

Designed to help students understand the fundamental rules and practices of corporate boards in three key areas: the audit committee, the compensation committee, and corporate takeovers. Includes discussion related to case studies, with short lectures at the start and end of each session to highlight the differences and similarities in practices by boards in the US and abroad. Restricted to MIT Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.711

Executing Strategy for Results

Condensed version of 15.361 that introduces a comprehensive framework to understand how leaders can execute strategy more effectively. Presents case studies of companies that excel at execution, and a series of practical tools that can be applied immediately to boost performance. Intended for owner-operators and managers in complex organizations (more than 200 employees, multiple functions or units), particularly those competing in volatile markets. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.712

Negotiation and Influence

Provides understanding of the theory and processes of negotiation as practiced in a variety of settings. Designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. Allows students an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks. Emphasizes simulations, exercises, role playing, and cases. Restricted to Executive MBA students.

true

Spring

Graduate

3-0-3 [P/D/F]

Permission of instructor

null

false

False

15.714

Competitive Strategy

Introduces a variety of modern strategy frameworks and methodologies to develop the skills needed to be a successful manager. Cases and readings explore a range of strategic problems, focusing particularly on the sources of competitive advantage and the interaction between industry structure and organizational capabilities. Emphasizes the perspective of the general manager in ensuring the firm's success. Encourages awareness of both the external (market) and internal (organizational) forces that shape firm performance. Restricted to Executive MBA students.

true

Spring

Graduate

3-0-6

Permission of instructor

null

false

False

15.715

Entrepreneurial Strategy

Provides an integrated strategy framework for innovation-based entrepreneurs. Students examine the core strategic choices facing start-up innovators, and discuss a synthetic framework for the development, implementation and scaling of entrepreneurial strategy in dynamic environments over time. Identifies the types of choices that entrepreneurs must make to take advantage of a novel opportunity, and studies the logic of particular strategic commitments and positions that allow entrepreneurs to establish competitive advantage. Restricted to MIT Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.716

Leading Organizations

Promotes awareness of and strategies to meet the key challenges leaders face today (and tomorrow). Acquaints students with some of the psychological and sociological dynamics that regularly operate in organizational settings - the less visible but quite powerful "forces" that shape the way employees and managers respond (or don't respond) to a changing world. Restricted to Executive MBA students.

true

Summer

Graduate

3-0-6 [P/D/F]

null

false

False

15.717

Organizational Processes

Designed to enhance students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasizes the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Restricted to Executive MBA students.

true

Fall

Graduate

3-0-6

Permission of instructor

null

false

False

15.718

Introduction to Disciplined Entrepreneurship

Fast-paced introduction to the disciplined entrepreneurship approach to enhancing entrepreneurial skills needed to be more productive at work, start a new venture, interact and evaluate new ventures, and understand what entrepreneurship is and is not. Interactive, action-oriented workshops build skills to apply knowledge imparted by the books Disciplined Entrepreneurship: 24 Steps to a Successful Startup and the Disciplined Entrepreneurship Workbook. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.720

Financial Accounting

Examines the basic concepts of corporate financial accounting and reporting, and the role of accounting information in investment decisions, corporate and managerial performance assessment, and the valuation of firms. Develops skills for performing an economics-based analysis of accounting information from the viewpoint of the users of accounting information (especially senior managers), rather than the preparer (the accountant). Restricted to Executive MBA students.

true

Spring

Graduate

3-0-6

Permission of instructor

null

false

False

15.721

Communication and Persuasion Through Data for Executives

Explains how to better convey complex, quantitative information to non-experts inside and outside of one's organization. Aims to improve skill set and teach tools that can be used to demonstrate to others how to be more effective. Specific skills covered include improving ability to create effective visuals for communicating quantitative information, maximizing audience comprehension when presenting data, and cultivating ability to communicate complex ideas in writing. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.722

Applied Economics for Managers

Develops facility with concepts, language, and analytical tools of economics. Primary focus is on microeconomics. Emphasizes integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing US and international business environments. Restricted to Executive MBA students.

true

Fall

Graduate

3-0-6

Permission of instructor

null

false

False

15.723

Advanced Applied Macroeconomics and International Institutions

Topics draw on current macroeconomic issues and events, such as modern monetary and fiscal policy; financial crisis, contagion, and currency crisis; real exchange rates, purchasing power parity, and long run sustainability; sustainable development; targeting and the new monetary policy regime; and Europe and the Euro: optimal currency areas. Restricted to Executive MBA students.

true

Spring

Graduate

3-0-3

15.702 or permission of instructor

null

false

False

15.724

Financial Management

Provides a rigorous introduction to corporate finance and capital markets, with an emphasis on applications vital to corporate managers. Exposes students to the major financial decisions made by leaders within a firm and to the ways the firm interacts with investors, with a focus on valuation. Topics include project and company valuation, measuring risk and return, stock pricing, corporate financing policy, the cost of capital, and risk management. Presents a broad overview of both theory and practice. Restricted to Executive MBA students.

true

Fall

Graduate

3-0-6

Permission of instructor

null

false

False

15.725

Marketing Strategy for General Managers

Helps students consider the entire marketing mix in light of the strategy of the firm. Reviews customer-based sources of competitive advantage and discusses how to identify, measure, and leverage them. Introduces a method for comparing alternative selling formats (e.g., brick and mortar vs. electronic), aiming to find the most efficient ways to sell different products to different customers. Discusses the myriad ways in which the firm can grow its sources of competitive advantage. Provides practical experience in using tools to identify, evaluate, and develop marketing strategies; design efficient products and selling formats; and plan the use and development of the firm's portfolio of resources. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2

null

false

False

15.726

Pricing

Focuses on practical pricing tactics. Presents a framework for the steps firms should take when thinking about pricing a new product or improving the pricing performance of an old product. Tools covered include monadic pricing surveys, empirical price elasticity calculations, and conjoint. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2

null

false

False

15.727

The Analytics Edge

Introduces modern analytics methods (data mining and optimization), starting with real-world problems where analytics have made a material difference. Modern data mining methods include clustering, classification, logistic regression, CART, random forest methods, and association rules. Modern optimization methods include robust, adaptive and dynamic optimization. Applications include health care, hospital operations, finance, energy, security, internet, and demand modeling. Uses R programming language for data mining and ROME for robust optimization. Restricted to Executive MBA students.

true

Spring

Graduate

3-0-6

15.730 or permission of instructor

null

false

False

15.728

Deals, Finance, and the Law

Addresses the challenges managers face in connection with two overlapping responsibilities: negotiating and managing complex deals, and arranging financing. Examines mergers and acquisitions and early-stage investments in young companies; commercial finance, financial instruments, and structured products; and how these relationships and structures play out in the context of financial distress. Emphasizes the opportunities and risks the different parties involved confront. Focuses primarily on the US, but also considers how key legal issues are analyzed in a transnational context. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2

null

false

False

15.729

Leadership: Quantitative and Qualitative Approaches (LQ^2)

Uses interdisciplinary approaches and real-world examples to show how analytics inform organizational change. Takes into account the human and cultural components of organizations. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.730

Data, Models, and Decisions

Introduces students to fundamental tools in using data to make informed management decisions. Emphasizes the executive perspective: how to leverage best-practice quantitative methods to manage and drive the business. Exercises and cases complemented by perspectives and applications in finance, operations management, healthcare, the Internet, and other functions and industries. Restricted to Executive MBA students.

true

Spring

Graduate

3-0-6

Permission of instructor

null

false

False

15.731

Risk Management

Provides several core analytical and management concepts, helping students identify, model, think about, analyze, and manage risk. Topics vary; examples include risk measures, the drivers-event-outcomes framework, low-probability high-impact risk events, hedging risk with financial options, real options, risk management in the supply chain, project risk management, modern portfolio management, systemic risk. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

(15.730 and 15.734) or permission of instructor

null

false

False

15.732

Marketing Management

Studies the application of a reasoned framework to the selection of target markets and the optimization of marketing decisions. Subject is divided into two parts: a tactical portion that reviews how firms optimize profits in their chosen markets, and a strategic portion that focuses on identifying target markets. Tactical topics include pricing, promotion, channel and product issues. Restricted to Executive MBA students.

true

Fall

Graduate

3-0-6

Permission of instructor

null

false

False

15.733

Global Financial Markets

Addresses the risks taken by trading goods and services across borders and by borrowing and investing globally. Provides a framework for understanding and assessing cross-border transactions, global financing, and global investment opportunities, with a particular attention to exchange rate risk and how it affects decision-making. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.734

Introduction to Operations Management

Provides concepts, techniques and tools to design, analyze and improve core strategic operational capabilities. Covers a broad range of application domains and industries, such as high-tech, financial services, insurance, automotive, health care, retail, fashion, and manufacturing. Emphasizes the effects of uncertainty in business decision making and the interplay between strategic and financial objectives and operational capabilities. Students play simulation games that demonstrate some of the central concepts. Restricted to Executive MBA students.

true

Spring, Summer

Graduate

3-0-6

Permission of instructor

null

false

False

15.736

Introduction to System Dynamics

Introduces system dynamics modeling for the analysis of business policy and strategy. Provides the skills to visualize an organization in terms of the structures and policies that create dynamics and regulate performance. Uses causal mapping, simulation models, case studies, and management flight simulators to help develop principles of policy design for successful management of complex strategies. Considers the use of systems thinking to promote effective organizational learning. Restricted to Executive MBA students.

true

Spring, Summer

Graduate

3-0-6

Permission of instructor

null

false

False

15.737

Advanced System Dynamics

Workshops focus on two models: the dynamics of service quality within a firm; and industry dynamics (particularly investment cycles and bubbles), including the energy and housing markets. Emphasis on formulation, analysis, use, and decision-making. Develops modeling skills. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

3-0-0 [P/D/F]

15.736 or permission of instructor

null

false

False

15.738

Corporate Finance for Turbulence and Innovation

Case studies and lectures introduce financial tools needed to make value-enhancing business decisions. Topics drawn from issues such as advanced valuation analysis, capital structure decisions, debt restructuring, bankruptcy, incentive problems, real options, and valuation of international projects. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

15.414 or 15.724

null

false

False

15.739

Discovering Your Leadership Signature

Introspective course that helps students understand and develop their unique way of leading, i.e., their leadership signature. Students delve deeply into their patterns of leadership to understand what helps and hinders them in becoming a better leader. Substantial time spent learning how to effectively tell leadership stories and examine leadership identity, drawing on theory from the leadership literature, family systems, developmental psychology, personality psychology, and organizational change. Builds on the four capabilities (4-CAPS+) model and includes case studies, reflection, video analysis, and storytelling. Restricted to Executive MBA and Sloan Fellow MBA students.

true

Fall

Graduate

3-0-6

null

false

False

15.740

Strategic Communication for Executives

Develops communication skills crucial to successful management. Focuses on identifying a range of communication styles, and recognizing how to use them; dealing successfully with challenging or hostile audiences; understanding cross-cultural and global communication issues and differences; and leading and communicating in a crisis situation. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.741

Game Theory for Strategic Advantage

Leverages game theory — the analysis of multi-person decision problems — to develop interactive thinking in strategic environments. Students play and analyze games that arise frequently in business settings and discuss numerous real-world examples. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2

null

false

False

15.742

Platform Strategy

Provides a framework for strategy for firms pursuing multi-sided platform business models. Emphasizes the development and application of conceptual frameworks that enable managers to make effective decisions as they seek to create value with a platform, and to capture value from it in the face of competition from other platform providers. Restricted to Executive MBA and Sloan Fellow MBA students.

true

IAP

Graduate

1-0-2 [P/D/F]

null

false

False

15.761

Introduction to Operations Management

Imparts concepts, techniques, and tools to design, analyze, and improve core operational capabilities and apply them to a broad range of domains and industries. Emphasizes the effect of uncertainty in decision-making, as well as the interplay among high-level financial objectives, operational capabilities, and people and organizational issues. Covers topics in capacity analysis, process design, process and business innovation, inventory management, risk pooling, supply chain coordination, sustainable operations, quality management, operational risk management, pricing and revenue management. Underscores how these topics are integrated with different functions of the firm. Case studies and simulation games provide experience in applying central concepts and techniques to solve real-world business challenges. Meets with 15.7611 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version. Summer section is primarily for Leaders for Global Operations students.

true

Fall, Spring, Summer

Graduate

4-0-5

6.3700, 15.060, or permission of instructor

null

false

False

15.7611

Introduction to Operations Management

Imparts concepts, techniques, and tools to design, analyze, and improve core operational capabilities and apply them to a broad range of domains and industries. Emphasizes the effect of uncertainty in decision-making, as well as the interplay among high-level financial objectives, operational capabilities, and people and organizational issues. Covers topics in capacity analysis, process design, process and business innovation, inventory management, risk pooling, supply chain coordination, sustainable operations, quality management, operational risk management, pricing and revenue management. Underscores how these topics are integrated with different functions of the firm. Case studies and simulation games provide experience in applying central concepts and techniques to solve real-world business challenges. Meets with 15.761 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version.

true

Spring

Undergraduate

4-0-5

15.069, 18.600, or permission of instructor

null

false

False

15.762[J]

Supply Chain Analytics

Focuses on effective supply chain strategies for companies that operate globally, with emphasis on how to plan and integrate supply chain components into a coordinated system. Students are exposed to concepts and models important in supply chain planning with emphasis on key tradeoffs and phenomena. Introduces and utilizes key tactics such as risk pooling and inventory placement, integrated planning and collaboration, and information sharing. Lectures, computer exercises, and case discussions introduce various models and methods for supply chain analysis and optimization.

true

Spring

Graduate

3-0-9

15.761 or SCM.260

1.273[J], IDS.735[J]

false

False

15.763[J]

Supply Chain: Capacity Analytics

Focuses on decision making for system design, as it arises in manufacturing systems and supply chains. Students exposed to frameworks and models for structuring the key issues and trade-offs. Presents and discusses new opportunities, issues and concepts introduced by the internet and e-commerce. Introduces various models, methods and software tools for logistics network design, capacity planning and flexibility, make-buy, and integration with product development. Industry applications and cases illustrate concepts and challenges. Recommended for Operations Management concentrators. Second half-term subject.

true

Spring

Graduate

2-0-4

15.761, 15.778, or SCM.260

1.274[J], IDS.736[J]

false

False

15.764[J]

The Theory of Operations Management

Provides mathematical foundations underlying the theory of operations management. Covers both classic and state-of-the-art results in various application domains, including inventory management, supply chain management and logistics, behavioral operations, healthcare management, service industries, pricing and revenue management, and auctions. Studies a wide range of mathematical and analytical techniques, such as dynamic programming, stochastic orders, principal-agent models and contract design, behavioral and experimental economics, algorithms and approximations, data-driven and learning models, and mechanism design. Also provides practical experience in how to apply the theoretical models to solve OM problems in business settings. Specific topics vary from year to year.

true

Spring

Graduate

3-0-9

(6.7210 and 6.7700) or permission of instructor

1.271[J], IDS.250[J]

false

False

15.765[J]

Global Supply Chain Management

Focuses on the planning, processes, and activities of supply chain management for companies involved in international commerce. Students examine the end-to-end processes and operational challenges in managing global supply chains, such as the basics of global trade, international transportation, duty, taxes, trade finance and hedging, currency issues, outsourcing, cultural differences, risks and security, and green supply chains issues. Highly interactive format features student-led discussions, staged debates, and a mock trial. Includes assignments on case studies and sourcing analysis, as well as projects and a final exam.

true

Spring

Graduate

2-0-4

15.761, 15.778, SCM.260, SCM.261, or permission of instructor

1.265[J], 2.965[J], SCM.265[J]

false

False

15.766

Domestic Plant Trek and Partner Integration

During required travel over three weeks around the United States, participants visit eight to 12 LGO industry partner sites to observe manufacturing and operations processes. The class is divided into smaller groups that individually assess each site's operations or manufacturing across an array of areas, which may include: global competition and strategy; leadership; customers; society and sustainability; new product introduction; global supply chain; organizational structure and culture; operations of machinery, processes, and materials; and metrics and quality. Travel costs are primarily covered by site hosts, but co-payment (up to $500) may be necessary. Restricted to Leaders for Global Operations students.

true

IAP

Graduate

0-6-3 [P/D/F]

null

false

False

15.768

Management of Services: Creating Value for Customers, Employees, and Investors

Focuses on how companies can use operational principles to create value for customers, employees, and investors simultaneously. Case-based subject that emphasizes systems perspective and leadership in operations versus the use of specific analytical tools (e.g., queuing theory, inventory management, process analysis) that were covered in the pre- or co-requisite. Cases include a range of service operations contexts including healthcare, hospitality, retailing, food service, pest control, and financial services.

true

Fall

Graduate

3-0-6

None. Coreq: 15.761 or 15.778

null

false

False

15.769

Operations Strategy

Provides a unifying framework for analyzing strategic decisions in manufacturing and service operations. Covers decisions in technology, facilities, vertical integration, human resources, sourcing, supply chain, and other strategic areas. Examines how decisions in these areas can be made to align with business strategy, and emphasizes the concept of operations as a source of competitive advantage. Discusses operations strategy within the firm, across the supply chain, and for growth and new business models. Qualifies as an elective for the Sloan Sustainability Certificate.

true

Spring

Graduate

3-0-6

15.761, 15.778, or permission of instructor

null

false

False

15.770[J]

Logistics Systems

Provides an introduction to supply chain management from both analytical and practical perspectives. Taking a unified approach, students develop a framework for making intelligent decisions within the supply chain. Covers key logistics functions, such as demand planning, procurement, inventory theory and control, transportation planning and execution, reverse logistics, and flexible contracting. Explores concepts such as postponement, portfolio management, and dual sourcing. Emphasizes skills necessary to recognize and manage risk, analyze various tradeoffs, and model logistics systems. SCM.271 meets with SCM.260, but has fewer assignments.

true

Fall

Graduate

3-0-9

Permission of instructor

1.260[J], IDS.730[J], SCM.260[J]

false

False

15.771[J]

Case Studies in Logistics and Supply Chain Management

A combination of case studies and industry speakers covering the strategic and operating issues in supply chain transformation. Focuses on the pragmatic creation of supply chain capabilities, including resilience, omnichannel, E2E visibility, entrepreneurship, servitization, E2E automation, and AI.

true

Spring

Graduate

2-0-4

null

1.261[J], SCM.261[J]

false

False

15.772[J]

D-Lab: Supply Chains

Introduces concepts of supply chain design and planning with a focus on supply chains for products destined to improve quality of life in developing countries. Topics include demand estimation, process analysis and improvement, facility location and capacity planning, inventory management, and supply chain coordination. Also covers issues specific to emerging markets, such as sustainable supply chains, choice of distribution channels, and how to account for the value-adding role of a supply chain. Students conduct D-Lab-based projects on supply chain design or improvement. Students taking graduate version complete additional assignments.

true

Spring

Undergraduate

3-3-6

null

2.771[J], EC.733[J]

false

False

15.773

Hands-on Deep Learning

Fast-paced introduction to Deep Learning, the engine behind modern artificial intelligence, with an emphasis on developing a practical understanding of how to build models to solve complex problems involving unstructured data. Topics include the basics of deep neural networks and how to set up and train them, convolutional networks to process images and videos, transformers for natural language processing, generative large language models (such as ChatGPT), and text-to-image models (such as MidJourney). Prior familiarity with Python and fundamental machine learning concepts (such as training/validation/testing, overfitting/underfitting, and regularization) required.

true

Spring

Graduate

3-0-3

None. Coreq: 15.071 or 15.072; or permission of instructor

null

false

False

15.774

The Analytics of Operations Management

Introduces core concepts and methods in data-driven modeling that inform and optimize decisions under uncertainty. Teaches modeling and computational skills (R and Python). Covers topics such as machine learning, time series forecasting, choice modeling, dynamic programming, mixed-integer programming, stochastic optimization, matching algorithms, and multi-armed bandits. Draws on real-world applications from retail, healthcare, logistics, supply chain, public sector, social applications, and online learning.

true

Fall

Graduate

3-0-9

None. Coreq: 15.060; or permission of instructor

null

false

False

15.775

Analytics Proseminar

Provides opportunities to meet senior executives serving in top analytics and data science functions within a variety of organizations across industries. Discusses key business analytics issues from the perspective of top management. Students prepare detailed briefings identifying and exploring important analytics issues facing these organizations.

true

Spring

Graduate

2-0-1 [P/D/F]

null

false

False

15.777

Healthcare Lab: Introduction to Healthcare Delivery in the United States

Focuses on the business challenges and opportunities to deliver high-quality and reasonably-priced health services, mainly in the United States. Provides an opportunity to interact with guest speakers and senior executives from the health sector. Topics include aspects of healthcare delivery operations and how they are affected by healthcare reform policies, alternative payment models, population health perspectives, and social determinants of health. Discussions include examples from the ongoing healthcare-related work of Sloan faculty, as well as the potential for analytics and digitization to impact healthcare delivery. Provides a broad perspective on various career paths, such as consulting, entrepreneurship, delivery system management, and digital innovation development. Student teams work with a provider, supplier or healthcare-related startup organization on an applied project. Includes on-site work during fall and IAP.

true

Fall, IAP

Graduate

4-0-11

15.060 and 15.761

null

false

False

15.778

Introduction to Operations Management

Integrated approach to the analysis, design and management of supply networks for products and services. Provides a framework for analysis, design and operation of supply chains (SCs) that relies on fundamental concepts, such as the management of inventory, and operations and logistics planning. Discusses the value of (timely) information and of the need for collaboration and coordination between SC players. Also presents conceptual frameworks that focus on the emergence of a wide range of enabling services that are critical to the survival and growth of this class of system. Includes study and discussion of concepts, examples, and case studies from a wide range of industries. Guest speakers present personal experiences on various aspects of the service industry and supply chains. Restricted to Sloan Fellow MBA students.

true

Summer

Graduate

3-0-6

null

false

False

15.779

Technology, Design and Entrepreneurship: Operating in Emerging Communities

Designed for students working on solutions for resource-constrained communities. Examines downstream issues surrounding the adoption, distribution, and scaling (via business, non-profit, or public policy channels) of new solutions in an international development context. Focuses on implementing solutions as well as understanding the impact of interventions proposed.

true

Spring

Graduate

3-0-3

Permission of instructor

null

false

False

15.780

Analytics of Operations Management

Introduces core concepts in data-driven modeling that inform and optimize business decisions under uncertainty. Covers models and frameworks, such as machine learning, time series forecasting, dynamic programming, stochastic optimization, and multi-armed bandits. Draws on real-world applications, with several examples from retail, healthcare, logistics, supply chain, and public sector.

true

Fall

Undergraduate

3-0-9

6.3700, 15.069, or permission of instructor

null

false

False

15.781

Technology, Design and Entrepreneurship: Operating in Emerging Communities

Designed for students working on solutions for resource-constrained communities. Examines downstream issues surrounding the adoption, distribution, and scaling (via business, non-profit, or public policy channels) of new solutions in an international development context. Focuses on implementing solutions as well as understanding the impact of interventions proposed. Restricted to Tata Fellows.

true

Spring

Graduate

2-0-1

Permission of instructor

null

false

False

15.782

Product Development Methods

Covers modern tools and methods for product design and development, including human-centered design, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, sustainable design methods, and product management. Limited enrollment.

true

Spring

Graduate

3-0-0 [P/D/F]

null

false

False

15.783[J]

Product Design and Development

Covers modern tools and methods for product design and development. Includes a cornerstone project in which teams conceive, design and prototype a physical product and/or service. Covers human-centered design, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, green design methods, and product management. Sloan students register via Sloan course bidding. Engineering students accepted via lottery based on WebSIS pre-registration.

true

Spring

Graduate

3-3-6

2.009, 15.761, 15.778, 15.814, or permission of instructor

2.739[J]

false

False

15.784

Operations Laboratory

Provides an interactive learning experience in implementing operations improvement and an opportunity to work on challenging operations problems across industries in the Boston area, across the United States, and abroad. Teams of three to four students use their training and experience to help improve operations in organizations that range from small and medium businesses to multi-national corporations. Teams conduct term-long projects via remote interactions with companies, and travel to work on-site at the client company during the Sloan Innovation Period. Boston-area projects involve periodic visits throughout the term.

true

Spring

Graduate

2-3-4

None. Coreq: 15.761

null

false

False

15.785

Product Management

Introduction to product management with an emphasis on its role within technology-driven enterprises. Topics include opportunity discovery, product-technology roadmapping, product development processes, go-to-market strategies, product launch, lifecycle management, and the central role of the product manager in each activity. Exercises and assignments utilize common digital tools, such as storyboarding, wireframe mock-ups, and A/B testing. Intended for students seeking a role in a product management team or to contribute to product management in a new enterprise.

true

Spring

Graduate

2-0-4

null

false

False

15.786

Product Management with Lab

Adds an action learning component to 15.785. Students are matched with partner companies and contribute (over IAP) to a PM-related project at the company. Students must register for both IAP and spring to receive credit and participate in the company project.

true

IAP, Spring

Graduate

3-0-9

None. Coreq: 15.761; permission of instructor

null

false

False

15.792[J]

Global Operations Leadership Seminar

Integrative forum in which worldwide leaders in business, finance, government, sports, and education share their experiences and insights with students aspiring to run global operations. Students play a large role in managing the seminar. Preference to LGO students.

true

Fall, Spring

Graduate

2-0-0 [P/D/F]

null

2.890[J], 10.792[J], 16.985[J]

false

False

15.794

Research Project in Operations

Required course designed for Leaders for Global Operations (LGO) students in conjunction with on-site projects at LGO partner companies. Internship experience must be at least 1,000 hours in length over 25-week period over the course of two academic terms, and students enter a formal agreement with their internship host company. Students work on faculty-supervised thesis research projects that deal with a specific aspect of operations, informed by this experience. Students' completion of requirements will be certified by faculty advisor. Students are required to summarize their work in the context of understanding organization, leadership, teamwork, and task management, in conjunction with 15.317.

true

Fall, IAP, Spring, Summer

Graduate

rranged

Permission of instructor

null

false

False

15.799

Workshop in Operations Management

Presentations by faculty, doctoral students, and guest speakers of ongoing research relating to current issues in operations management, including reports of research projects (proposed or in progress) and informal discussions of recent literature dealing with subjects of special interest to participants. Primarily for doctoral students.

true

Fall, Spring

Graduate

rranged

null

false

False

15.809

Introduction to Marketing and Strategy

Introduces the core strategic framework used to evaluate the attractiveness of different markets. Reviews the methods that firms can use to optimize their profits in the markets that they choose to target. Restricted to Sloan Fellow MBAs.

true

Summer

Graduate

3-0-6 [P/D/F]

null

false

False

15.814

Marketing Innovation

Develops the skills necessary to market innovations, including new products, services, concepts, and customer experiences. Covers how to select the right market, target that market effectively, position a product or service for maximum success, and combine analytics, frameworks, and research for maximum potential. Emphasizes both marketing theory and practice: proven solutions to marketing problems, case sessions to illustrate the application of these techniques in various industries, and practice sessions to apply these techniques to real problems.

true

Fall, Spring

Graduate

3-0-6

null

false

False

15.8141

Marketing Innovation

Develops the skills necessary to market innovations, including new products, services, concepts, and customer experiences. Covers how to select the right market, target that market effectively, position a product or service for maximum success, and combine analytics, frameworks, and research for maximum potential. Emphasizes both marketing theory and practice: proven solutions to marketing problems, case sessions to illustrate the application of these techniques in various industries, and practice sessions to apply these techniques to real problems.

true

Spring

Undergraduate

3-0-6

null

false

False

15.815

Applied Behavioral Economics

Introduction to behavioral economics for future managers, analysts, consultants or advisors to private and public enterprises. Presents basic principles of behavioral economics, and selected applications to marketing, management, finance, and public policy. Focuses on hidden influences, habits, and irrationalities in our behavior. Treats departures from 'rational behavior' as opportunities - for individuals to improve themselves, for companies to solve consumers' problems, for society to create new institutions and policies.

true

Spring

Graduate

3-0-6

null

false

False

15.818

Pricing

Framework for understanding pricing strategies and analytics, with emphasis on entrepreneurial pricing. Topics include economic value analysis, elasticities, customization, complementary products, pricing in platform markets, and anticipating competitive responses.

true

Fall

Graduate

3-0-3

15.809, 15.814, or permission of instructor

null

false

False

15.819

Marketing and Product Analytics

Uses quantitative data to inform, make, and automate marketing and product decisions, including growth marketing, product design, pricing and promotions, advertising, and customer retention. Topics include creating metrics, randomized experiments, models for targeting, network effects, and analyzing launches. Features lectures, industry examples and guests, and data analysis assignments supported by in-class labs. Draws inspiration from the internet industry, but applications span many industries.

true

Spring

Graduate

3-0-6

15.809, 15.814, or permission of instructor

null

false

False

15.821

Listening to the Customer

Introduces proven methods for listening to customers and understanding their needs in order to generate new ideas to build the top line. Students practice experiential interviewing and discuss how to use metaphor analysis, observation, the voice of the customer, and other methods to uncover customer needs.

true

Spring

Graduate

3-0-3

15.809, 15.814, or permission of instructor

null

false

False

15.822

Strategic Market Measurement

Project subject teaches students how to create, carry out, interpret, and analyze a market research questionnaire. Emphasis on discovering market structure and segmentation, but students can pursue other project applications. Includes a user-oriented treatment of multivariate analysis (factor analysis, multidimensional scaling, conjoint and cluster analysis).

true

Spring

Graduate

3-0-3

null

false

False

15.830

Enterprise Management Lab

Lays the foundation for the Enterprise Management (EM) Certificate by developing students' ability to apply integrated management perspectives and practices through action-learning. Small teams of students deliver quality deliverables by working on projects for large organizations and emergent innovators that integrate marketing, operations, and/or strategy. Students engage with faculty mentors and guest faculty speakers from marketing, strategy, and operations. Promotes a holistic cross-functional approach to addressing business issues. Significant class time allocated to team collaboration on projects. Students must register for both the fall term and IAP. Restricted to students eligible for the MIT Sloan Enterprise Management Certificate.

true

Fall, IAP

Graduate

3-0-6

None. Coreq: 15.761, 15.814, or 15.900

null

false

False

15.833

Business-to-Business Marketing

Applies marketing concepts, analyses and tools used in business-to-business (B2B) marketing. Develops an understanding of customer value management and value quantification as a strategy for delivering superior value to targeted business segments while maintaining equitable returns. Focuses on B2B pricing, brand building, web and technology facilitation of the supply chain, and customer relationship management. Underscores sales force management within the context of go-to-market strategy; however, does not address selling per se. Discusses various B2B contexts, such as products and services, for- and non-profits, and domestic and global markets. Emphasizes applications in technology and healthcare domains. Includes value-based pricing project, case studies, applied exercises, and readings.

true

Fall

Graduate

3-0-3

15.809, 15.814, or permission of instructor

null

false

False

15.834

Marketing Strategy

Prepares students to formulate the marketing component of overall corporate strategy. Students examine three types of situations: some in which firms leverage their existing competitive advantages; some in which they build new competitive advantages; and some in which a seemingly weaker competitor, such as a start-up, leapfrogs a larger incumbent. Presents material through a combination of cases, lectures, and a group project.

true

Spring

Graduate

4-0-2

15.809, 15.814, or permission of instructor

null

false

False

15.835

Entrepreneurial Marketing

Explores a basic marketing framework in depth as it applies to start-ups. Students then apply this framework to a project.

true

Spring

Graduate

3-0-3

null

false

False

15.838

Research Seminar in Marketing

Seminar on current marketing literature and current research interests of faculty and students. Topics such as marketing models, consumer behavior, competitive strategy, marketing experimentation, and game theory. Restricted to doctoral students.

true

Fall, Spring

Graduate

3-0-6

null

false

False

15.839

Workshop in Marketing

Presentations by faculty, doctoral students, and guest speakers of ongoing research relating to current issues in marketing. Topics: reports of research projects (proposed or in progress) and informal discussions of recent literature dealing with subjects of special interest to participants. Restricted to doctoral students.

true

Fall, Spring

Graduate

rranged [P/D/F]

Permission of instructor

null

false

False

15.840-15.843

Seminar in Marketing

Group study of current topics related to marketing.

true

Fall

Graduate

rranged

15.810

null

false

False

15.846

Branding

Provides a foundation for building, managing, and defending brands at various stages in the brand life cycle. Introduces the fundamentals of customer experience, brand architecture, and management strategies relevant for B2C and B2B Marketing. Examples from a variety of industries cover topics that include brand co-creation, diffusion, imitation, and authenticity. Explores theory and practice using cases and behavioral academic research. Also looks at the development of leadership branding.

true

Spring

Graduate

3-0-3

15.809, 15.814, or permission of instructor

null

false

False

15.847[J]

Consumer Behavior

Examines the behavior of consumers through the lens of behavioral economics, cognitive science, and social psychology. Reviews theory and research and brings this knowledge to bear on a wide range of applications in business and public policy. Lectures are combined with cases, guest speakers, and brainstorming sessions where students work in teams to apply concepts to real-world problems. Meets with 15.8471 when offered concurrently. Expectations and evaluation criteria may differ for students taking the graduate version; consult syllabus or instructor for specific details.

true

Fall

Graduate

3-0-6

15.809, 15.814, or permission of instructor

9.550[J]

false

False

15.8471[J]

Consumer Behavior

Examines the behavior of consumers through the lens of behavioral economics, cognitive science, and social psychology. Reviews theory and research and brings this knowledge to bear on a wide range of applications in business and public policy. Lectures are combined with cases, guest speakers, and brainstorming sessions where students work in teams to apply concepts to real-world problems. Meets with 15.847 when offered concurrently. Expectations and evaluation criteria may differ for students taking the graduate version; consult syllabus or instructor for specific details.

true

Fall

Undergraduate

3-0-6

null

9.55[J]

false

False

15.871

Introduction to System Dynamics

Introduction to systems thinking and system dynamics modeling applied to strategy, organizational change, and policy design. Students use simulation models, management flight simulators, and case studies to develop conceptual and modeling skills for the design and management of high-performance organizations in a dynamic world. Case studies of successful applications of system dynamics in growth strategy, management of technology, operations, public policy, product development, and others. Principles for effective use of modeling in the real world. Meets with 15.873 first half of term when offered concurrently. Students taking 15.871 complete additional assignments.

true

Fall, Spring, IAP, IAP, IAP, Spring, Fall, IAP, Spring, Summer, Fall, IAP, Spring, Summer, Fall, IAP, Spring, Summer

Graduate

3-0-3

Permission of instructor

null

false

False