Class Number
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127
⌀ | Equivalents
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⌀ | Lab
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
15.1411
|
Economics of Health Care Industries
|
Uses economics as a framework to consider healthcare issues, including differences between health care and other industries, the role of health insurance, regulatory issues and incentives for innovation, data analytics to measure value, personalized/stratified medicines, strategic issues in pricing and marketing, use of e-commerce and information technology, and formation and management of various alliances. Provides a better understanding of the US healthcare landscape, and considers incentives for global health investments. Visiting speakers from industry and academia provide multiple expert viewpoints on these topics. Expectations and evaluation criteria differ for students taking the undergraduate version; consult syllabus or instructor for specific details.
| true |
Spring
|
Undergraduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.216
|
Central Banks, Monetary Policy and Global Financial Markets
|
Explores the role of central banks and monetary policy in the global economy and the effects of their policies on countries, companies and global financial markets. Reviews the decision-making process and policy implementation, and provides conceptual tools for analyzing and predicting central bank decisions and assessing their likely impact. Covers monetary policy, bank regulation and crisis management, drawing on the experience of the Federal Reserve, the ECB and other central banks in advanced and emerging market economies.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.218
|
Global Economic Challenges and Opportunities
|
In-depth analysis of the major risks and opportunities in the global economy. Analyzes key economic forces and policy responses that shape the business environment and link countries around the world, such as financial crises, monetary and fiscal policy, trade wars, unsustainable debt, exchange rates, and financial contagion. Discusses current global economic issues to develop the tools and frameworks to be able to predict and plan for how governments will respond to different challenges in the future. Some background or coursework in international economics recommended. Preference given to MIT Sloan students.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.219[J]
|
Global Energy: Politics, Markets, and Policy
|
Focuses on the ways economics and politics influence the fate of energy technologies, business models, and policies around the world. Extends fundamental concepts in the social sciences to case studies and simulations that illustrate how corporate, government, and individual decisions shape energy and environmental outcomes. In a final project, students apply the concepts in order to assess the prospects for an energy innovation to scale and advance sustainability goals in a particular regional market. Recommended prerequisite: 14.01. Meets with 15.2191 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details.
| true |
Spring
|
Graduate
|
3-0-9
| null |
11.267[J]
| false | false | false |
False
|
False
|
False
|
15.2191[J]
|
Global Energy: Politics, Markets, and Policy
|
Focuses on the ways economics and politics influence the fate of energy technologies, business models, and policies around the world. Extends fundamental concepts in the social sciences to case studies and simulations that illustrate how corporate, government, and individual decisions shape energy and environmental outcomes. In a final project, students apply the concepts in order to assess the prospects for an energy innovation to scale and advance sustainability goals in a particular regional market. Recommended prerequisite: 14.01. Meets with 15.219 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Preference to juniors, seniors, and Energy Minors.
| true |
Spring
|
Undergraduate
|
3-0-9
| null |
11.167[J], 14.47[J], 17.399[J]
| false | false | false |
False
|
Social Sciences
|
False
|
15.223
|
Global Markets, National Policies and the Competitive Advantages of Firms
|
Examines opportunities and risks firms face in today's global market. Provides conceptual tools for analyzing how governments and social institutions influence economic competition among firms embedded in different national settings. Public policies and institutions that shape competitive outcomes are examined through cases and analytical readings on different companies and industries operating in both developed and emerging markets.
| true |
Fall
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.225
|
Modern Economy and Business in China
|
Provides an integrated approach to analyzing the economy, geopolitics, and political economy of China through case studies, lectures, and class discussions. Covers modern history, economics, and politics in China that shape the business environment, cases of companies entering or operating in the Chinese market, and also issues related to Taiwan and Hong Kong. Students work on real-world problems and challenges facing policymakers and company executives. Topics include economic and political decision-making, technological development, economic growth, capital inflows and outflows, middle-income trap, and advantages and disadvantages of autocracy.
| true |
Spring
|
Graduate
|
3-0-9
| null | null | false | false | false |
False
|
False
|
False
|
15.226
|
Modern Business in Southeast Asia: ASEAN Lab
|
Provides integrated approach to analyze the economies of the Association of Southeast Asian Nations (ASEAN) region — specifically Thailand, Vietnam, Malaysia, and Indonesia — through action learning. Covers modern history, economics, and politics in that region that shape the business environment, cases of companies operating in that region, and project-related issues and personal and learning reflections. Students work in teams to tackle a real world business problem with an entrepreneurial Indian ASEAN-based company and produce a final deliverable for the host company. Projects focus on dynamic sectors such as artificial intelligence, the sharing economy, social media, health care, energy, and manufacturing; examples include creating a business plan for fundraising, developing a new market strategy, and assembling financial models. Limited to graduate students who participate in ASEAN Lab.
| true |
Spring
|
Graduate
|
3-0-9
| null | null | false | false | false |
False
|
False
|
False
|
15.227
|
- 15.229 Seminar in International Management
|
Group study of current topics related to international business.
| true |
Spring
|
Graduate
|
rranged
| null | null | false | false | false |
False
|
False
|
False
|
15.230
|
Public Policy and the Private Sector
|
Explores the intersection of public policy and the private sector. Senior level guests, who have been deeply involved in public policy, will join this discussion-based course weekly focusing on key economic policy choices - touching on technology, trade, tax, financial, macro-economic and competitions policies. Provides a deep understanding of the process by which policy comes to life. Examines how the private sector affects - and sometimes shapes - public policy. Taught through the lens of US policy decision-making; also covers international dimensions.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.232
|
Breakthrough Ventures: Effective Business Models in Frontier Markets
|
Examines how new approaches to operations, revenue, marketing, finance, and strategy enable improved social outcomes in resource-limited settings across Africa, Latin America, and Asia. Draws on system dynamics, design thinking, and strategic analysis. Explores success and failure in attempts to innovate and scale in product and service delivery. Analysis of novel business models draws on case studies, videos, industry reports, research, and guest speakers. Students present their assessments of innovative base-of-the-pyramid enterprises that aim to do more with less. Students who have not taken at least three management or business classes must apply to the instructor for permission to enroll before the first day of class.
| true |
Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.235
|
Blockchain and Money
|
Explores blockchain technology's potential use - by entrepreneurs and incumbents - to change the world of money and finance. Begins with a review of the technology's initial application, the cryptocurrency Bitcoin, giving students an understanding of the commercial, technical and public policy fundamentals of blockchain technology, distributed ledgers and smart contracts in both open-sourced and private applications. Focuses on current and potential blockchain applications in the financial sector. Includes reviews of potential use cases for payment systems, central banking, venture capital, secondary market trading, trade finance, commercial banking, post-trade possessing, and digital ID. Also explores the markets and regulatory landscape for cryptocurrencies, initial coin offerings, other tokens, and crypto derivatives. Open to undergraduates with permission of instructor.
| true |
Fall
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.236
|
Global Business of Artificial Intelligence and Robotics (GBAIR)
|
Discussion based-course examines applications of artificial intelligence and robotics in the business world. Emphasizes understanding the likely direction of technology and how it is likely to be used. Students examine particular applications to deepen their understanding of topical issues. Also focuses on how global economies will change in light of this wave of technology. Preference to Sloan graduate students.
| true |
Spring
|
Graduate
|
2-2-2
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.238[J]
|
Shaping the Future of Technology: From Early Agriculture to Artificial Intelligence
|
Provides a framework for thinking about major technological transitions over the past 12,000 years as a means to explore paths to a better future. Discusses who gains or loses from innovation and who can shape the future of artificial intelligence, biotech, and other breakthroughs. Introduces major questions tackled by researchers and relevant to economic policy through faculty lectures, interactive events with prominent guests, and group work. Instruction and practice in oral and written communication provided.
| true |
Spring
|
Undergraduate
|
4-0-8
| null |
14.78[J]
| false | false | false |
False
|
Social Sciences
|
CI-H
|
15.248
|
MENA Lab: Promoting Innovation & Entrepreneurship in the Middle East and North Africa
|
Experiential study of the innovation and entrepreneurial ecosystem in the Middle East and North Africa leveraging on the historic Abraham Accords. Explores the role of entrepreneurs, venture capitalists, MNCs, universities, and governments. Teaches the McKinsey process for successful consulting engagements and what makes for high performing teams. Students travel to the Middle East during IAP to work with and consult for host companies on strategic managerial issues in tech industries. Includes an opportunity to work with executives at startup ventures looking to scale their businesses and to engage with their venture capitalist backers.
| true |
Fall, IAP
|
Graduate
|
3-1-8
| null | null | false | false | false |
False
|
False
|
False
|
15.268
|
Choice Points: Thinking about Life and Leadership through Literature
|
Explores decision making and leadership. Analyzes the dilemmas and decisions characters face in a selection of plays, stories, and films. Provokes reflection on what constitutes effective and moral reasoning in critical moments of both life and leadership. Restricted to Sloan Fellow MBAs.
| true |
Spring
|
Graduate
|
3-0-6 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.269
|
Leadership Stories: Literature, Ethics, and Authority
|
Explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work/life balance. Materials vary from year to year, but past readings have included work by Chimamanda Ngozi Adichie, Seamus Heaney, Aravind Adiga, Ursula LeGuin, Hao Jingfang, Mohsin Hamid, and others; films have included The Lives of Others, Daughters of the Dust, Hotel Rwanda, Hamilton, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.270
|
Ethical Practice: Leading Through Professionalism, Social Responsibility, and System Design
|
Introduction to ethics in business, with a focus on business management. Students explore theoretical concepts in business ethics, and cases representing the challenges they will likely face as managers. Opportunity to work with guest faculty as well as business and other professional practitioners. Individual sessions take the form of moderated discussion, with occasional short lectures from instructor.
| true |
Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.275
|
Creative Industries: Media, Entertainment, and the Arts (New)
|
Explores the market structure and dynamics of the creative industries, which include but are not limited to music, television, film, publishing, video games, performing arts, fine arts, sports, fashion, and news. Exposes students to both the creative and business sides of these industries. On the creative side, students learn about content creation and production processes and also experience them, including through developing, pitching, storyboarding, and prototyping an original content idea. On the business side, students learn strategies to distribute, promote, and measure creative content and are given an opportunity to apply these strategies as well. Assignments include individual papers and a semester-long team project.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.276
|
Communicating with Data
|
Equips students with the strategies, tactics, and tools to use quantitative information to inform and persuade others. Emphasizes effective communication skills as the foundation of successful careers. Develops the skills to communicate quantitative information in a business context to drive people and organizations toward better decisions. Focuses heavily on the cycle of practicing, reflecting, and revising. Students receive extensive, personalized feedback from teaching team and classmates. Limited to 25; priority to 15-2 and 6-14 majors.
| true |
Fall, Spring
|
Undergraduate
|
3-0-9
| null | null | false | false | false |
False
|
False
|
False
|
15.277
|
Seminar in Communications
|
Group study of current topics related to communication.
| true |
Spring
|
Graduate
|
rranged
| null | null | false | false | false |
False
|
False
|
False
|
15.278
|
Seminar in Communications
|
Group study of current topics related to communication.
| true |
Spring
|
Graduate
|
rranged [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.279
|
Management Communication for Undergraduates
|
Develops writing, speaking, teamwork, interpersonal, social media, and cross-cultural communication skills necessary for management professionals. Assignments include creating persuasive memos, writing in response to cases, and giving presentations. Major project involves the production of a team report and presentation on a topic of interest to a professional audience.
| true |
Spring
|
Undergraduate
|
3-0-9
| null | null | false | false | false |
False
|
False
|
False
|
15.280
|
Communication for Leaders
|
Students develop and polish communication strategies and methods through discussion, examples, and practice. Emphasizes writing and speaking skills necessary for effective leaders. Includes several oral and written assignments which are integrated with other subjects, and with career development activities, when possible. Schedule and curriculum coordinated with Organizational Processes. Mandatory one hour recitation in small groups. Restricted to first-year Sloan graduate students.
| true |
Fall
|
Graduate
|
3-1-5
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.281
|
Advanced Leadership Communication
|
Introduces interactive oral and interpersonal communication skills critical to leaders, including strategies for presenting to a hostile audience, running effective and productive meetings, active listening, and contributing to group decision-making. Includes team-run classes on chosen communication topics, and an individual analysis of leadership qualities and characteristics. Students deliver an oral presentation and an executive summary, both aimed at a business audience.
| true |
Spring
|
Graduate
|
3-0-6
|
15.279, 15.280, 15.284, or permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.283
|
Social Media Management: Persuasion in Networked Culture
|
Explores how organizations and leaders can maximize the business value of social media platforms. Provides a framework and best practices for social media management, enhances understanding of strategic communication within the social media context, and improves social media communication skills. Assignments include case analysis, weekly content creation, and a final group project on social media strategy and content.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.284
|
Strategic Leadership Communication
|
Introduces the essentials of how individuals and organizations develop and implement effective communication strategies, focusing on persuasion, audience analysis, communicator credibility, message construction, and delivery. Includes oral presentations and writing assignments with feedback to help students improve their communication effectiveness. Provides instruction to create communication strategies, develop and present clearly organized and powerful presentations, expand personal oral delivery and writing styles, and enhance presentations through effective visual aids. Restricted to Sloan Fellow MBAs.
| true |
Fall
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.285
|
Sports Strategy and Analytics
|
Explores how leaders and organizations apply data and analytics to gain a competitive edge in the multibillion-dollar global sports industry. Provides context on the structure and dynamics of the sports industry, discusses best practices in data-driven decision making both on- and off-the-field, and improves students' skills in analyzing and communicating data. Assignments include a decision analysis paper and a final team project in which students apply their skills to solve a problem in sports.
| true |
Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.286
|
Communicating with Data
|
Focuses on structuring the oral and visual communication of data. Introduces these concepts and a methodology of self-reflection to help students accelerate their life-long learning process. Improves students' ability to develop strategic communications that use data to persuade others to take action. Primary focus is on reducing barriers to action by making data as easy as possible for others to absorb through clear structure, clear design, and clear delivery. Significant time will be devoted to practice. Students give and receive substantial feedback on their work.
| true |
Spring
|
Graduate
|
3-0-3
|
15.280, 15.284, or permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.287
|
Communication and Persuasion Through Data
|
Focuses on the strategic and tactical use of data to move others to take (the correct) action. Sharpens communication skills via practice and real-world examples. Students spend significant time writing, speaking and designing visuals for a professional audience. Intended for students who expect to communicate quantitative information with non-experts inside and outside of their organizations, as well as students seeking to improve communication skills in general. Restricted to Sloan Master of Business Analytics students.
| true |
IAP
|
Graduate
|
2-0-1
| null | null | false | false | false |
False
|
False
|
False
|
15.288
|
Tough Conversations
|
Equips managers with the knowledge and skills to productively navigate conversations about race, gender, and other aspects of social identities at work. Analyzes the structure of difficult conversations, investigates the research on conversational dynamics, and explores strategies for speaking up in organizations. Significant class time is devoted to experiential exercises. Weekly assignments include individual written reflections based on readings and research. For the final project, students write a short case, record a conversation, and assess their work. Restricted to second-year MBA students.
| true |
Fall
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.289
|
Communication Skills for Academic Success
|
Focuses on the communication skills needed for a career in academia. Topics include preparing and delivering conference papers and job talks, formulating and rehearsing elevator pitches, methods for effective teaching, creating your professional presence on social media, and discussions for conferences. Participants are expected to deliver multiple oral presentations based on their current research and practice effective teaching methods. Priority to Sloan doctoral students who have completed their first year.
| true |
Spring
|
Graduate
|
3-0-3
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.301
|
People, Teams, and Organizations Laboratory
|
Surveys individual and social psychology and organization theory interpreted in the context of the managerial environment. Laboratory involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning decision-making, group behavior, and organizational behavior. Instruction and practice in communication includes report writing, team projects, and oral and visual presentation. 12 units may be applied to the General Institute Laboratory Requirement. Shares lectures with 15.310.
| true |
Fall
|
Undergraduate
|
3-3-9
| null | null | true | false | false |
False
|
False
|
False
|
15.302[J]
|
Power: Interpersonal, Organizational, and Global Dimensions
|
The study of power among individuals and within organizations, markets, and states. Using examples from anthropology and sociology alongside classical and contemporary social theory, explores the nature of dominant and subordinate relationships, types of legitimate authority, and practices of resistance. Examines how people are influenced in subtle ways by those around them, who makes controlling decisions in the family, how people get ahead at work, and whether democracies, in fact, reflect the will of the people. Students taking graduate version complete additional assignments.
| true |
Spring
|
Undergraduate
|
3-0-9
| null |
11.045[J], 17.045[J], 21A.127[J]
| false | false | false |
False
|
Social Sciences
|
False
|
15.304
|
Being Effective: Power and Influence
|
Discusses how to map power and interest patterns in organizations, how to understand your own interests and objectives, and how to operate effectively in organizational environments. Provides frameworks as well as a range of practical tools to address these goals. Utilizes a wide range of material drawn from the business and public worlds.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.305
|
Leadership and Management
|
Explores leadership from the military perspective taught by professors of military science from the Army, Navy and Air Force. Survey of basic principles for successfully managing and leading people, particularly in public service and the military. Develops skills in topics such as oral and written communication techniques, planning, team building, motivation, ethics, decision-making, and managing change. Relies heavily on interactive experiential classes with case studies, student presentations, role plays, and discussion. Also appropriate for non-management science majors.
| true |
Fall, Spring
|
Undergraduate
|
3-0-6
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.308
|
Leading the Way: Interpersonal and Organizational Strategies for Advancing DE&I
|
Introduces and analyzes competing explanations and claims about inequality within US workplaces; reviews evidence regarding the effectiveness of diversity, equity, and inclusion initiatives and policies; and investigates how race, gender, and other identities may affect employees' experience in work organizations. Significant class time is devoted to experiential exercises to develop skills for interacting effectively with diverse others, managing teams and critical conversations, and advocating thoughtfully for change. Weekly assignments include written reflections based on readings and social science research. Restricted to Sloan MBA students.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.309
|
Leadership Lessons Learned from the Military
|
Focuses on the nature of military leadership and its relevance to the civilian professional and organizational experience. Draws on expertise among personnel in the ROTC units at MIT, the service experience of veterans in various MIT Sloan programs, invited keynote speakers, and Sloan faculty.
| true |
IAP
|
Graduate
|
2-1-3 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.310
|
People, Teams, and Organizations
|
Surveys social psychology and organization theory as interpreted in the context of the managerial environment. Covers a number of diverse topics, including motivation and reward systems, social influence, groups and teams, leadership, power, organizational design and culture, and networks and communication patterns. Similar in content to 15.311; shares lectures with 15.301. Preference to non-Course 15 students.
| true |
Fall
|
Graduate
|
2-1-6
| null | null | false | false | false |
False
|
False
|
False
|
15.311
|
Organizational Processes
|
Enhances 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 structural design, political, and cultural "lenses" on organizations. Major team project to analyze an actual organizational change, with oral and written reports. Restricted to first-year Sloan master's students.
| true |
Fall
|
Graduate
|
2-3-4
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.312
|
Organizational Processes for Business Analytics
|
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. Provides instruction and practice in written and oral communication through presentations, and interpersonal and group exercises.
| true |
Fall
|
Undergraduate
|
3-0-9
| null | null | false | false | false |
False
|
False
|
False
|
15.316
|
Building and Leading Effective Teams
|
An intensive one-week introduction to leadership, teams, and learning communities. Introduction of concepts and use of a variety of experiential exercises to develop individual and team skills and develop supportive relationships within the Fellows class. Restricted to first-year Leaders for Global Operations students.
| true |
Summer
|
Graduate
|
3-1-0 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.317
|
Leadership and Organizational Change
|
Course spans the entire two-year Leaders for Global Operations (LGO) program, with a focus on leadership that blends theory and practice. During their first summer in the program, students reflect on exemplary leaders' stories in cases, the arts, journalism, philosophy, and social science, and evaluate their own previous leadership experience. During the succeeding four semesters, they apply the lessons they have learned in class to their off-campus internship and other activities at Sloan, and intensively review that experience as they reach the end of the program. Classes take the form of moderated discussion, with the expectation that students will participate fully in each session; students also submit short, written deliverables throughout the program.
| true |
Spring, Summer
|
Graduate
|
rranged
| null | null | false | false | false |
False
|
False
|
False
|
15.318
|
Discovering Your Leadership Signature
|
Trains students to understand and develop their unique way of leading — their leadership signature. Involves intensive self-assessment and interactive exercises to grow self-awareness and confidence in one's core leadership values and styles, and expand one's ability to consciously direct personal and professional growth. Students engage in exercises to reflect on their strengths and weaknesses that help and hinder their ability to lead authentically and effectively, and experiment inside and outside of class with new habits of thought and behavior. Assignments include creating and declaring a model of one's leadership signature, identifying development goals, and defining and taking initial steps towards one's desired future self. Grounded in readings from Jungian-oriented psychology, family systems and developmental psychology, and leadership literature.
| true |
Fall
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.320
|
Strategic Organizational Design
|
Focuses on effective organizational design in both traditional and innovative organizations, with special emphasis on innovative organizational forms that take advantage of new information technologies. Topics include when to use functional, divisional, or matrix organizations; how IT creates new organizational possibilities; examples of innovative organizational possibilities, such as democratic decision-making, crowd-based organizations, and other forms of collective intelligence. Team projects include inventing new possibilities for real organizations.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.321
|
Improvisational Leadership: In-the-Moment Leadership Skills
|
Designed to provide a practical understanding of the skills of improvisation and their application to leadership. Examines the essential elements of successful leadership, including creativity, emotional intelligence, adaptability, and the capacity to develop effective influence strategies and build strong teams. Cultivates students' ability to respond to the unexpected with confidence and agility. Each class offers a highly experiential learning laboratory where students practice a wide variety of improvised business scenarios, interactive exercises, and simulations.
| true |
Fall, Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.322
|
Leading Organizations
|
Analyzes through lectures, discussions, and class exercises, the human processes underlying organizational behavior. Restricted to Sloan Fellow MBAs.
| true |
Fall
|
Graduate
|
3-0-3 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.323
|
Leading from the Middle
|
Students and Leaders for Global Operations (LGO) alumni develop and present case studies that focus on the challenges and opportunities of leading from positions in the middle of an organization. Restricted to Leaders for Global Operations program students.
| true |
Spring
|
Graduate
|
2-0-1 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.325
|
Leadership in Disrupted Industries
|
Exposes students to accomplished leaders facing disruptive forces that are changing their industries, and explores leadership strategies to navigate disruption from the perspective of top management. Student panels prepare a detailed set of questions for each leader based on their organization and industry context. All students write two short papers — the first evaluating the leadership of a prior manager and the second explaining the planned changes to their own leadership approach.
| true |
Fall, Spring
|
Graduate
|
2-0-1 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.326
|
Effectively Managing Stakeholders
|
Allows students to experience how senior executives really work with others - teams, boards, employees, customers and partners, regulators, and advisors - in order to be successful. Involves frank interactions with senior executives, working directly with student teams in class and over dinner. Culminates with students synthesizing lessons learned into a set of personal long-term commitments.
| true |
Spring
|
Graduate
|
2-0-1 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.328
|
Seminar in Organizational Studies
|
Group study of current topics related to organizational studies.
| true |
Summer
|
Graduate
|
rranged
| null | null | false | false | false |
False
|
False
|
False
|
15.329
|
Seminar in Organizational Studies
|
Group study of current topics related to organizational studies.
| true |
Spring
|
Graduate
|
rranged
| null | null | false | false | false |
False
|
False
|
False
|
15.335
|
Organizations Lab: Leading with Impact
|
Experiential study of the organizational change process within the larger context of the community in which the organization resides. Exposes students to leadership exemplars in the for-profit, nonprofit, and public sectors. Examines cases of complex social dynamics in areas of housing, employment, credit, education, and criminal justice. Centers around a semester-long action learning project in which students assist a local nonprofit organization in achieving sustainable social justice objectives. Through a project identified with the nonprofit leaders, students apply their knowledge of systems and their practice of leadership to recommend an operational change that advances the mission of the organization.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.336
|
ID Lab: Individual Development and Interpersonal Dynamics
|
Introduces specific frameworks and tools to help students refine the relevant leadership skills of self-reflection, inquiry, listening, perspective-taking, and strategic expression. Includes weekly class sessions, written reflections, interactive exercises, and professional executive coaching to enable students to clarify and articulate important aspects of who they are and how they impact others. Includes oral presentations and writing assignments focusing heavily on the cycle of practicing, reflecting, and revising. Students receive extensive, personalized feedback from teaching team, coaches, and classmates. Readings from developmental psychology and leadership literature augment analyses.
| true |
Spring
|
Graduate
|
3-0-6
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.337
|
Teams Lab
|
Introduces frameworks and tools to develop the awareness, perspective, and skills to be the team leader and team member of choice, no matter the context or role within an organization. Subject moves from identifying the building blocks of effective teams, to examining the real work of becoming a high-performing team, culminating with researching the emerging trends and future of teaming. For each of the three parts of the subjects, students are placed on different teams of peers and navigate the course content, activities, and conversations through the lens of being a functioning team. Includes individual sessions with professional executive coaches to augment in-class instruction and activities. Preference given to 2nd year MBA students.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.338
|
Leadership and Teams Lab
|
Required subject spanning the Sloan Fellows summer term. Introduces foundational leadership frameworks by weaving theory, assignments, living cases, and one-one-one and team coaching together. Building on the observation that conflict is the feedstock of innovation for both teams and organizations, frames the core challenge of leadership as leveraging the benefits of competing perspectives without falling prey to the negative interpersonal dynamics that such differences can catalyze. Offers several tools to develop increased self-awareness and emotional self-regulation to constructively uncover conflict and leverage diversity. Employs a variety of learning modalities, including experiential learning, executive coaching, and facilitated team reflections. Restricted to Sloan Fellow MBA students.
| true |
Summer
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.339
|
Developing Leadership Capabilities
|
Focuses on the key leadership capabilities needed in today's increasingly decentralized organizations: sensemaking, relating, visioning, and inventing. Through conceptual discussions, small group exercises, and self-reflection in a workshop setting, students examine a model of leadership, assess their leadership strengths and weaknesses, articulate their values and aspirations, and practice developing leadership capabilities in interaction with class members. Admission by application.
| true |
IAP
|
Graduate
|
2-0-4 [P/D/F]
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.341
|
Individuals, Groups, and Organizations
|
Covers classic and contemporary theories and research related to individuals, groups, and organizations. Designed primarily for doctoral students in the Sloan School of Management who wish to familiarize themselves with research by psychologists, sociologists, and management scholars in the area commonly known as micro organizational behavior. Topics may include motivation, decision making, negotiation, power, influence, group dynamics, and leadership.
| true |
Fall
|
Graduate
|
3-0-9
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.342
|
Organizations and Environments
|
Provides an introduction to research in "organizations and environments," an interdisciplinary domain of inquiry drawing primarily from sociology, and secondarily from economics, psychology, and political science. Seeks to understand organizational processes and outcomes in the surrounding economic, cultural, and institutional context in which they are situated. Also provides an introduction to the main groups that together form the Behavioral Policy Sciences (BPS) area of MIT/Sloan, including economic sociology, organization studies, work and employment, strategic management, global management, and technology, innovation, and entrepreneurship. Consists of four modules taught by faculty from each of the four BPS groups, as well as integrative sessions taught by the main instructor. Preference to first-year doctoral students in BPS.
| true |
Fall
|
Graduate
|
3-0-9
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.345
|
Doctoral Proseminar in Behavioral and Policy Sciences
|
A professional seminar for doctoral students to report on their research, work on their thesis proposals, and practice their job talks. Also addresses general professional issues such as publishing, searching for jobs, the academic career, etc.
| true |
Spring
|
Graduate
|
2-0-4 [P/D/F]
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.347
|
Doctoral Seminar in Research Methods I
|
Introduces the process of social research, emphasizing the conceptualization of research choices to ensure validity, relevance, and discovery. Includes research design and techniques of data collection as well as issues in the understanding, analysis, and interpretation of data.
| true |
Spring
|
Graduate
|
3-0-9
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.348
|
Doctoral Seminar in Research Methods II
|
Builds on 15.347 to examine contemporary social research methods in depth. Focuses on making students familiar with the most important quantitative methods (e.g., logit/probit models, models for ordinal and nominal outcomes, count models, event history models).
| true |
Fall
|
Graduate
|
3-0-6
|
15.347 or permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.350
|
Managing Technological Innovation and Entrepreneurship
|
Focuses on the challenges inherent in attempting to take advantage of both incremental innovation and more radical or breakthrough changes in products, processes and services. Highlights the importance of innovation to both new ventures and to large established firms and explores the organizational, economic and strategic problems that must be tackled to ensure innovation is a long term source of competitive advantage. Discussions and class presentations cover non- technical as well as technology-based innovation. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.351[J]
|
Introduction to Making and Hardware Ventures
|
Introduces core maker technologies alongside the Disciplined Entrepreneurship framework to form a foundation for creating hardware-based ventures. Fosters an understanding of how to make the abstract concrete and develops competency in rapid prototyping. Includes a large hands-on component that builds skills in the various elements of making. Enrollment limited; application required.
| true |
Spring
|
Graduate
|
3-0-3 [P/D/F]
|
Permission of instructor
|
2.351[J]
| false | false | false |
False
|
False
|
False
|
15.352[J]
|
StartMIT: Exploring Entrepreneurship and Innovation
|
Designed for students who are interested in entrepreneurship. Introduces practices for building a successful company, such as idea creation and validation, defining a value proposition, building a team, marketing, customer traction, and possible funding models.
| true |
IAP
|
Graduate
|
4-0-2 [P/D/F]
| null |
6.9302[J]
| false | false | false |
False
|
False
|
False
|
15.356
|
Lead User Innovation Methods
|
Explains both the theory behind lead user innovation development methods, and how they can be profitably used in practice. Covers lead user searches, internet-based crowdsourcing, design by customers using innovation toolkits, and more. Includes visits from industry experts who present cases that illustrate the art required to implement each method.
| true |
Spring
|
Graduate
|
4-0-5
| null | null | false | false | false |
False
|
False
|
False
|
15.357
|
Economics of Ideas, Innovation and Entrepreneurship
|
Advanced subject in the economics of technological change. Covers the micro-foundations of the knowledge production function (including the role of creativity and the impact of Science), the impact of institutions and strategic interaction on the commercialization of new technology, and the diffusion and welfare impact of ideas and technology. Includes a mixture and explicit comparisons of both theoretical and empirical research. Students should have adequate preparation in microeconomic theory and econometrics. Primarily for PhD students.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.358
|
Platform Strategy and Entrepreneurship
|
Considers key strategic concepts and ideas useful for managers and entrepreneurs, especially the distinction between a product versus a platform strategy as well as product versus a service strategy. Takes a relatively deep dive into various hardware and software technologies that have stimulated new platforms and business models as well as applications and startup companies in a variety of fields. Topics may include enterprise Software as a Service, blockchain, Gig/sharing economy ventures, AI/ML in self-driving technology and other enterprise applications, cybersecurity, Industrial Internet of Things, and Quantum Computing. Classes consist of lectures, case studies, guest lectures, videos, and weekly student team presentations as well as final papers.
| true |
Spring
|
Graduate
|
3-0-3
|
15.900 or 15.902
| null | false | false | false |
False
|
False
|
False
|
15.360
|
Entrepreneurship & Innovation Proseminar
|
Provides an overview of the process of entrepreneurship. Describes the entrepreneurial mindset, skillset, and way of operating to most efficiently and effectively create new innovation-driven ventures. Allows quick and efficient understanding of the resources available to guide students' entrepreneurial education journey. Aimed at a wide spectrum of students from little exposure to startup founders who want to enhance their skills or change industries. Format consists of lectures, discussions, and workshops. Emphasis is on building a common base of fundamental knowledge as well as community. Serves as an entry point to understand and access the rich body of resources in entrepreneurship at MIT. Enrollment in Silicon Valley Study Tour for the following spring term is required. No listeners; restricted to students in Sloan Entrepreneurship & Innovation (E&I) Certificate program.
| true |
Fall
|
Graduate
|
2-0-1 [P/D/F]
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.361
|
Executing Strategy for Results
|
Provides students an alternative to the mechanistic view of strategy execution that reframes an organization as a complex network of teams continuously adjusting to market conditions and to other teams. Introduces the Flexible Execution Model, consisting of seven elements; strategy for execution, shared context, goals 2.0, resource re-allocation, distributed leaders, top leaders, and execution culture that together shape how well an organization executes its strategy. Discusses a set of practical tools, based on research and field-tested, that help leaders achieve their organizations' strategic priorities. Explores novel ways to use data including surveys, Glassdoor reviews, and other sources to measure strategy execution and identify what is and is not working. Preference given to Master of Business Administration students.
| true |
Fall
|
Graduate
|
3-0-6 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.362[J]
|
Engineering Innovation: Global Security Systems
|
Offers the perspective of a chief technology officer and systems engineer in innovation-focused organizations such as the Departments of Defense, DARPA, NATO, and the UN. Discusses technological and innovation measures taken to ensure mutual safety and security globally. Outlines the journey from ideation to impact, revolving around complex engineering design challenges. Involves iterative testing and refinement of solutions, focusing on scalability in operational environments. Emphasis placed on efficient team-building and leadership. Examines stakeholders' roles in successfully deploying solutions. Develops skills to organize technical thoughts, write impactful reports, and present arguments effectively. Prepares students to navigate design challenges, adjust to engineering frameworks, and manage use case variations. Students taking graduate version complete additional assignments. Meets with 15.3621 when offered concurrently.
| true |
Spring
|
Graduate
|
3-3-6
| null |
6.9162[J]
| false | false | false |
False
|
False
|
False
|
15.3621[J]
|
Engineering Innovation: Global Security Systems (15.359)
|
Offers the perspective of a chief technology officer and systems engineer in innovation-focused organizations such as the Departments of Defense, DARPA, NATO, and the UN. Discusses technological and innovation measures taken to ensure mutual safety and security globally. Outlines the journey from ideation to impact, revolving around complex engineering design challenges. Involves iterative testing and refinement of solutions, focusing on scalability in operational environments. Emphasis placed on efficient team-building and leadership. Examines stakeholders' roles in successfully deploying solutions. Develops skills to organize technical thoughts, write impactful reports, and present arguments effectively. Prepares students to navigate design challenges, adjust to engineering frameworks, and manage use case variations. Students taking graduate version complete additional assignments. Meets with 15.362 when offered concurrently.
| true |
Spring
|
Undergraduate
|
3-3-6
| null |
6.9160[J]
| false | false | false |
False
|
False
|
False
|
15.363[J]
|
Strategic Decision Making in Life Science Ventures
|
Surveys key strategic decisions faced by managers, investors and scientists at each stage in the value chain of the life science industry. Aims to develop students' ability to understand and effectively assess these strategic challenges. Focuses on the biotech sector, with additional examples from the digital health and precision medicine industries. Includes case studies, analytical models, and detailed quantitative analysis. Intended for students interested in building a life science company or working in the sector as a manager, consultant, analyst, or investor. Provides analytical background to the industry for biological and biomedical scientists, engineers and physicians with an interest in understanding the commercial dynamics of the life sciences or the commercial potential of their research.
| true |
Spring
|
Graduate
|
3-0-6
| null |
HST.971[J]
| false | false | false |
False
|
False
|
False
|
15.364
|
Innovation Ecosystems for Regional Entrepreneurship Acceleration Leaders (iEco4REAL)
|
Aimed at students seeking an action-oriented understanding of innovation ecosystems, such as Silicon Valley, Greater Boston, Singapore, Lagos, and other sites across the globe. Provides a framework for analyzing these critical innovation economies from the perspective of key stakeholders: large corporations, governments, universities, entrepreneurs, and risk capital providers. Outlines the design and delivery of policies and programs (e.g., hackathons, accelerators, prizes, tax policy, immigration policy) intended to accelerate innovation-driven entrepreneurship in an ecosystem. Focused on how these programs can be used to drive corporate innovation and entrepreneurship and build stronger cultures of innovation. Meets with 15.3641 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.3641
|
Innovation Ecosystems for Regional Entrepreneurship Acceleration Leaders (iEco4REAL)
|
Aimed at students seeking an action-oriented understanding of innovation ecosystems, such as Silicon Valley, Greater Boston, Singapore, Lagos, and other sites across the globe. Provides a framework for analyzing these critical innovation economies from the perspective of key stakeholders: large corporations, governments, universities, entrepreneurs, and risk capital providers. Outlines the design and delivery of policies and programs (e.g., hackathons, accelerators, prizes, tax policy, immigration policy) intended to accelerate innovation-driven entrepreneurship in an ecosystem. Focuses on how these programs can be used to drive corporate innovation and entrepreneurship and build stronger cultures of innovation. Meets with 15.364 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details.
| true |
Spring
|
Undergraduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.365
|
Overcoming Obstacles to Entrepreneurial Success
|
Identifying, understanding, and coping with the key problems from founding a firm throughout its full life cycle to success. Each week a successful MIT-alum entrepreneur forwards a brief on their major issue that had to be overcome. Guest speakers include prominent entrepreneurial role models. Student teams propose solutions for class discussion followed by the speaker's response and what they actually did and why. The speaker then relates the rest of the firm's development up to the present. Class begins with the research on the day's focus and ends with student teams creating one-page take-aways. Delta v, MIT Fuse, MIT 100K Finals, Sandbox or the EMBA Program are also accepted prereqs. Exemplifies the preferred dual-track entrepreneurial education, integrating academic research and practitioner experience.
| true |
Fall
|
Graduate
|
3-0-6
|
15.360, 15.378, 15.390, 15.399, or permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.366
|
Climate & Energy Ventures
|
Project-based approach to innovation and venture creation in the energy sector and sectors that can mitigate climate change. Explores how innovation and entrepreneurial concepts apply (or do not apply) to the significant opportunities in these industries. Working in teams, students create new ventures specifically for the energy sector or to address climate change. Lectures guide teams through key elements of their projects. 15.390 is recommended as a prerequisite.
| true |
Fall
|
Graduate
|
3-0-9
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.367[J]
|
Healthcare Ventures
|
Addresses healthcare entrepreneurship with an emphasis on startups bridging care re-design, digital health, medical devices, and new healthcare business models. Includes prominent speakers and experts from key domains across venture capital, medicine, pharma, med devices, regulatory, insurance, software, design thinking, entrepreneurship, including many alumni from the class sharing their journeys. Provides practical experiences in venture validation/creation through team-based work around themes. Illustrates best practices in identifying and validating health venture opportunities amid challenges of navigating healthcare complexity, team dynamics, and venture capital raising process. Intended for students from engineering, medicine, public health, and MBA programs. Video conference facilities provided to facilitate remote participation by Executive MBA and traveling students.
| true |
Spring
|
Graduate
|
3-0-9
| null |
HST.978[J]
| false | false | false |
False
|
False
|
False
|
15.368
|
Disciplined Entrepreneurship Lab
|
Project-based course offering the opportunity to experience startup life in a low stakes environment while contributing strategic value to early-stage ventures. Students secure a startup project of their choice or work with a startup pre-selected by the action learning team. Startups represent a range of industries and, while concentrated in the Boston area, may also come from other parts of the US. Students cannot drop course once project commences.
| true |
IAP
|
Graduate
|
1-0-5 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
15.369
|
Corporate Entrepreneurship Lab
|
Addresses the practical steps that can be taken to make existing organizations (corporations, non-profits, government, etc.) become more entrepreneurial. Uses a systematic approach to integrate lectures, exercises, guest speakers, and a team project. Application required.
| true |
Spring
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.371[J]
|
Innovation Teams
|
Introduces skills and capabilities for real-world problem solving to take technology from lab to societal impact: technical and functional exploration, opportunity discovery, market understanding, value economics, scale-up, intellectual property, and communicating/working for impact across disciplines. Students work in multidisciplinary teams formed around MIT research breakthroughs, with extensive in-class coaching and guidance from faculty, lab members, and select mentors. Follows a structured approach to innovating in which everything is a variable and the product, technology, and opportunities for new ventures can be seen as an act of synthesis. Teams gather evidence that permits a fact-based iteration across multiple application domains, markets, functionalities, technologies, and products, leading to a recommendation that maps a space of opportunity and includes actionable next steps to evolve the market and technology.
| true |
Fall
|
Graduate
|
4-4-4
| null |
2.907[J], 10.807[J]
| false | false | false |
False
|
False
|
False
|
15.373[J]
|
Venture Engineering
|
Provides students a rigorous and fun introduction to entrepreneurship. Introduces students to a systematic approach to building successful new ventures. Intended for students who seek to leverage their engineering and science background to create innovation-driven new products and ventures in an efficient, effective, and timely manner. Students form teams and work on creating a new venture with guidance from twice-a-week lectures, workshops, and advising sessions. Provides an opportunity for students to explore this field for future potential career or jump start an entrepreneurial career or venture. Also exposes students to the rich resources available across MIT and beyond.
| true |
Spring
|
Undergraduate
|
3-0-9
| null |
2.912[J], 3.085[J]
| false | false | false |
False
|
False
|
False
|
15.374
|
Organizing for Innovation
|
Builds an understanding of what it means for an organization to 'manage' innovation. Subject has four parts: the sources of innovation (from the research lab, to local innovation ecosystems, to open innovation); motivating technical or/and creative professionals (incentives, structure, and culture); organizing the innovation process (from the study product development processes to R&D portfolios to building an experimental capacity); and emphasizing the connection between the management of innovation and competitive strategy.
| true |
Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.375[J]
|
Global Ventures
|
Seminar on founding, financing, and building entrepreneurial ventures in developing nations. Challenges students to craft enduring and economically viable solutions to the problems faced by these countries. Cases illustrate examples of both successful and failed businesses, and the difficulties in deploying and diffusing products and services through entrepreneurial action. Explores a range of established and emerging business models, as well as new business opportunities enabled by innovations emerging from MIT labs and beyond. Students develop a business plan executive summary suitable for submission in the MIT $100K Entrepreneurship Competition's Accelerate Contest or MIT IDEAS.
| true |
Fall
|
Graduate
|
3-0-9
|
Permission of instructor
|
EC.731[J], MAS.665[J]
| false | false | false |
False
|
False
|
False
|
15.376[J]
|
AI for Impact: Solving Societal-Scale Problems
|
Examines internal and external entrepreneurship driven by artificial intelligence (AI) technologies, aiming to utilize digital innovations that lead to societal change. Probes a range of AI-generated business models and opportunities, exploring challenges in key sectors such as digital health, sustainability, fintech, and the decentralization of society and commerce by developing sustainable and economically viable solutions. Content includes blockchain, privacy technology, data markets, and AI advancements like Web3 and distributed machine learning. Cases illustrate examples of both successful and failed businesses, as well as difficulties in deploying and diffusing products. Guest speakers provide real-world insights into entrepreneurship. As a final project, students work in teams to develop a business plan executive summary for one of the featured technologies. Enrollment is limited; please see subject website for details.
| true |
Spring
|
Graduate
|
3-0-6
| null |
MAS.664[J]
| false | false | false |
False
|
False
|
False
|
15.378
|
Building an Entrepreneurial Venture: Advanced Tools and Techniques
|
Intensive, project-based subject intended for startup teams already working on building a new, high-impact venture. Applies advanced entrepreneurial techniques to build and iterate a venture in a time-compressed manner. Includes weekly coaching sessions with instructors and peers, as well as highly interactive and customized sessions that provide practical, in-depth coverage on key topics in entrepreneurship. Topics include venture creation, primary market research, product development, market adoption, team and culture, and scaling processes with constrained resources. Meets with 15.3781 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Application required; consult instructor. No listeners.
| true |
Fall, Spring
|
Graduate
|
3-1-8
|
Permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.3781
|
Building an Entrepreneurial Venture: Advanced Tools and Techniques
|
Intensive, project-based subject intended for startup teams already working on building a new, high-impact venture. Applies advanced entrepreneurial techniques to build and iterate a venture in a time-compressed manner. Includes weekly coaching sessions with instructors and peers, as well as highly interactive and customized sessions that provide practical, in-depth coverage on key topics in entrepreneurship. Topics include venture creation, primary market research, product development, market adoption, team and culture, and scaling processes with constrained resources. Meets with 15.378 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Application required; consult instructor. No listeners.
| true |
Spring
|
Undergraduate
|
3-1-8
|
15.3901 or permission of instructor
| null | false | false | false |
False
|
False
|
False
|
15.379[J]
|
Mobility Ventures: Driving Innovation in Transportation Systems
|
Explores technological, behavioral, policy, and systems-wide frameworks for innovation in transportation systems, complemented with case studies across the mobility spectrum, from autonomous vehicles to urban air mobility to last-mile sidewalk robots. Students interact with a series of guest lecturers from CEOs and other business and government executives who are actively reshaping the future of mobility. Interdisciplinary teams of students collaborate to deliver business plans for proposed mobility-focused startups with an emphasis on primary market research. Students taking graduate version complete additional assignments.
| true |
Fall
|
Graduate
|
3-3-6
| null |
11.529[J]
| false | false | false |
False
|
False
|
False
|
15.3791[J]
|
Mobility Ventures: Driving Innovation in Transportation Systems
|
Explores technological, behavioral, policy, and systems-wide frameworks for innovation in transportation systems, complemented with case studies across the mobility spectrum, from autonomous vehicles to urban air mobility to last-mile sidewalk robots. Students interact with a series of guest lecturers from CEOs and other business and government executives who are actively reshaping the future of mobility. Interdisciplinary teams of students collaborate to deliver business plans for proposed mobility-focused startups with an emphasis on primary market research. Students taking graduate version complete additional assignments. Preference to juniors and seniors.
| true |
Fall
|
Undergraduate
|
3-3-6
| null |
11.029[J]
| false | false | false |
False
|
False
|
False
|
15.382
|
Managing Innovation in Financial Institutions
|
Provides a practical guide to managing financial service firms, such as mutual funds, sovereign funds, banks, insurance companies, and pension plans. Focuses on strategies for adopting innovative products and services in responding to unmet financial needs and disrupting existing parts of the financial sector.
| true |
Fall
|
Graduate
|
3-0-6
| null | null | false | false | false |
False
|
False
|
False
|
15.383
|
Corporate Boards: Functions and Responsibilities
|
Provides a practical guide to the functions and responsibilities of directors on boards of public and private companies. Focuses on the activities of the audit, compensation, and nominating committees, as well as the duties of directors in battles for control.
| true |
Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.385
|
Innovating for Impact
|
Provides a structured approach to innovation and entrepreneurship that creates business value while solving social and environmental problems. Covers physical domains of sustainability, e.g., waste, water, food, energy, and mobility, as well as social and human capital domains, such as health and education. Students explore case studies of critical decisions made in the early stages of an enterprise that help determine its impact. Considers perspective and tools applicable to the startup context or to new lines of business in existing enterprises.
| true |
Fall
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.386
|
Leading in Ambiguity: Steering Through Strategic Inflection Points
|
Develops the skills required to think and lead in complex, ambiguous, multi-dimensional situations. Senior leaders from a wide variety of organizations, both public and private, profit and non-profit, large and small, discuss complex real-life situations. Students are frequently asked to take a position about how they might approach each situation, perhaps using management frameworks they have studied previously. Executives then discuss what they did, or are doing, and reflect on their own journeys as enterprise-level leaders. Assignments ask students to reflect on how they have and will show up as leaders in a variety of contexts. Restricted to Sloan graduate students. No listeners or guests.
| true |
Fall, Spring
|
Graduate
|
3-0-3
| null | null | false | false | false |
False
|
False
|
False
|
15.387
|
Entrepreneurial Sales
|
Instruction in the fundamental Go-to-Market (GTM) motions and how to identify, build and execute on the right GTM motion(s) for technology startups. This includes not only building out a sales organization, but also the underlying processes and sales fundamentals required to measure results and sustain competitive advantage. This course is highly relevant to anyone interested in building a business or better understanding how to drive revenue from founding to scale.
| true |
Fall, Spring
|
Graduate
|
3-0-9
|
15.390 or read the book Disciplined Entrepreneurship
| null | false | false | false |
False
|
False
|
False
|
15.388
|
Venture Creation Tactics
|
Advanced, intensive, project-based subject intended for solo-founders or startup teams already working on building a new, high-impact venture, with a refined business plan. Supports students in their development of data to derisk the opportunity of pursuing a new venture full-time for founders, investors, and new recruits. This lab-style class promotes rapid experimentation by connecting the dots from the frameworks, concepts, and first principles covered in the introductory entrepreneurship subjects and guides students on how to tactically apply them in real-world situations. Topics include: advanced early go-to-market, enhanced target customer profile and persona development, digital advertising, outbound sales, UX design, rapid prototyping, recruiting early team members, and executing a fundraising plan. No listeners.
| true |
Spring
|
Graduate
|
3-1-8
| null | null | false | false | false |
False
|
False
|
False
|
15.389
|
Global Entrepreneurship Lab
|
Experiential study of the climate for innovation and determinants of entrepreneurial success. Students work in teams of four with the top management of a company to address real-world business challenges. Students gain insight as to how companies build, run, and scale a new enterprise. Focuses primarily on scale-ups operating in emerging markets. Restricted to MBA students; all other graduate students by permission of instructor only.
| true |
Fall, IAP
|
Graduate
|
3-1-8
| null | null | false | false | false |
False
|
False
|
False
|
15.390
|
Entrepreneurship 101: Systematic Approach to New Venture Creation
|
Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Meets with 15.3901 when offered concurrently.
| true |
Fall, Spring
|
Graduate
|
2-2-8
| null | null | false | false | false |
False
|
False
|
False
|
15.3901
|
Entrepreneurship 101: Systematic Approach to New Venture Creation
|
Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers, and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Meets with 15.390 when offered concurrently. Students taking graduate version complete additional assignments.
| true |
Fall, Spring
|
Undergraduate
|
2-2-8
| null | null | false | false | false |
False
|
False
|
False
|
15.392
|
Scaling Entrepreneurial Ventures
|
Surveys the personal, institutional and operational challenges involved in scaling an entrepreneurial venture. Discusses both effective and ineffective solutions. Addresses topics such as leadership, culture, operations, governance, and human resources. Includes case studies and guest speakers.
| true |
Fall
|
Graduate
|
3-0-3
|
10.807 or 15.390
| null | false | false | false |
False
|
False
|
False
|
15.393
|
The Nuts and Bolts of New Ventures
|
Designed to foster an understanding of how to start a new venture (for-profit and social/development). Details the process from an idea's inception to the development of a successful new venture to deliver products and services enabled by the idea. Explores customer identification, the business/economic models, financial projections, legal and operational issues, and financing alternatives and sources. All sessions taught by persons who have actually launched or have been involved in successful ventures.
| true |
IAP
|
Graduate
|
1-0-2 [P/D/F]
| null | null | false | false | false |
False
|
False
|
False
|
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