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| Spring 2009 |
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| MOB7535 |
EXTENDED ENTERPRISE MANAGEMENT |
3.00 credits |
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MOB7535 (formerly OPS7520)
Extended Enterprise Management
Examines the design and management of complex supply chains and market demand systems in a global, rapid-response business environment. Major focus is understanding industries as large systems of many organizations that now depend on complex networked alliances. Will focus on how traditional strategies and operations are changing rapidly. Subjects include market drivers of the supply chain, role of logistics and distribution in the networked economy, information technologies that links markets to supply and demand chains. Will analyze wide variety of industries. A major objective of the course is to understand how to manage the shift from PUSH strategies to PULL strategies across the entire supply chain. Targeted at general managers. Also core to the consulting and other career paths, and is a strategic companion to OPS7572.
Prerequisite: NONE
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| MOB9525 |
STRATEGIES FOR INNOVATION & GROWTH |
1.50 credits |
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Meeting Dates and Times: Friday January 30 (6:30 - 9:00), Saturday January 31 (9:00 - 5:00), and Saturday February 7 (9:00 - 5:00)
SPRING 2009
MOB9525: STRATEGIES FOR INNOVATION AND GROWTH
Credits: 1.5
Registering for MOB9525: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Spring 2009 registration dates via their Babson email account. The last day to add this course is Friday, January 16th (4:30PM deadline).
Professor: Jay Rao
Meeting Dates and Times: Friday January 30 (6:30 - 9:00), Saturday January 31 (9:00 - 5:00), and Saturday February 7 (9:00 - 5:00)
Time Conflicts: Students are responsible to check the meeting dates for all Intensive Electives. If a student is registered for Intensive Electives that have conflicting dates and times, the Registrar's Office will drop one of the these courses.
Intensive Electives Limit: The maximum number of Intensive Electives a student may take while at Babson is 4. It is the student's responsibility to adhere to this policy. If the student exceeds this limit, we will drop that student from an Intensive Elective of our choosing.
Meeting Room: TBA
Dropping MOB9525: If online add/drop is closed, students can email intensiveelectives@babson.edu to drop this course. Students can drop this course so long as an email is sent to intensiveelectives@babson.edu before the end of the day (11:59PM) of the first class meeting. Students must email from their Babson email account.
Capacity: 42
Overview: This course focuses on developing capabilities for innovation and growth in the context of large enterprises. Achieving growth through innovation is probably the biggest "buzz word" that is floating around in corporate circles and business media today. Unfortunately, it is also the most poorly understood and misused term. Hence, corporations around the world are struggling to institutionalize innovation. Like all large-scale enterprise wide programs, Innovation also suffers from the same fate as prior programs like TQM, reengineering, 6-sigma, Balanced Scorecard and others. Few firms have truly leveraged these to spur growth and competitiveness. We will look at enterprises that have successfully incorporated innovation into their cultural DNA. These firms have survived for decades and in some cases more than 100 years by navigating through massive upheavals in technologies, markets, products, and processes. These firms have been built to last, i.e., organizational innovation. This course looks at how some of these firms have organized themselves for innovation and growth. We will explore in depth three major concepts: (1) Innovation Life Cycle, (2) Innovation Platforms and (3) Organizational Innovation. These concepts will cover the three main questions about institutionalizing innovation: (1) what type of innovation should a firm focus on and why? (2) how to implement the chosen innovation? and (3) who in the firm should be doing it?
*THERE IS PRE-WORK FOR THIS COURSE*
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| Fall 2008 |
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| MIS7575 |
TECHNOLOGY & ARCHITECTURE |
3.00 credits |
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MIS7575
E-Business:Strategy,Technology and Architecture
This course takes a technology strategy perspective to the emerging new economy, examining business designs that are enhanced or enabled by the Net, and the architecture that supports these business designs. Current issues like open source software development, outsourcing and mobile technologies will be discussed from an architectural perspective.
Prerequisite: NONE
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| MOB7535 |
EXTENDED ENTERPRISE MANAGEMENT |
3.00 credits |
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MOB7535 (formerly OPS7520)
Extended Enterprise Management
Examines the design and management of complex supply chains and market demand systems in a global, rapid-response business environment. Major focus is understanding industries as large systems of many organizations that now depend on complex networked alliances. Will focus on how traditional strategies and operations are changing rapidly. Subjects include market drivers of the supply chain, role of logistics and distribution in the networked economy, information technologies that links markets to supply and demand chains. Will analyze wide variety of industries. A major objective of the course is to understand how to manage the shift from PUSH strategies to PULL strategies across the entire supply chain. Targeted at general managers. Also core to the consulting and other career paths, and is a strategic companion to OPS7572.
Prerequisite: NONE
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| MOB7540 |
MTIE-MANAGING TECHNOLOGICAL INNOVATION |
3.00 credits |
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MOB7540
MTIE: Managing Technological Innovation
(formerly OPS7540)
*****THIS COURSE REQUIRES ACCEPTANCE INTO THE MTIE PROGRAM, Registration is Manual for students who have been accepted into the program*************
Designed for those interested in managing the research and development (R&D) function and the
development of new products/solutions in high-technology companies. Deals with the challenges of shortening product design cycles and the accelerating pace of technological change. Focuses on current best practices in dealing with several key problems, including organizational interfaces between R&D, marketing, and manufacturing; the role of technology in company strategy; and the evaluation and management of the R&D process.
Prerequisite: Permission of instructor, and/or OPS7000 or MBA8530 or completion of the One Year, Two Year or Fast Track modules
This course is typically offered in the following semester: Fall
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| MOB7555 |
PRODUCT DESIGN & DEVELOPMENT |
4.50 credits |
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MOB7555
Product Design and Development
(formerly OPS7555)
This integrated management and marketing course provides students with a solid, field-based understanding of the fundamentals of conceiving, evaluating, and developing successful new products. Teams of students select and/or are assigned product design opportunities that are carried out in collaboration with participating client companies. Alternatively, students propose new product ideas for consideration as course projects.
The course deals with three key areas: capturing and defining customer needs, understanding and implementing good design strategies and thinking, and structuring and managing the development process. While the main focus is on manufactured products, the course can accommodate the design of certain kinds of services and software products. Guest speakers from outside companies, e.g. design firms, are part of the course. (4.5 credit hours)
Additional Course Information:
- Some extra class meetings will be necessary
- Two Friday events (a workshop and a design review) will be necessary (10/3 and 11/14)
- Additional work will need to be completed in the Product and Design Lab
- Classes meet twice a week.
A small number of class sessions will extend beyond 1 hour and 30 minutes. When this occurs, other will be shortened by an equal amount. Finally, a number of sessions are available for project work outside of the classroom.
Prerequisite: NONE
This course is typically offered in the following semester: Fall
PLEASE NOTE: If you have any question about this course, please send me an e-mail. I am happy to share a preliminary syllabus.
- Sebastian Fixson sfixson@babson.edu
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| MOB7560 |
SERVICE STRATEGY AND INNOVATION |
3.00 credits |
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MOB7530
Service Strategy and Innovation
(formerly OPS7530)
This course explores innovations in service strategy, design and delivery as demonstrated by a variety of world-class organizations. The course also examines the strategies and operating models of various fast-paced, technology-intensive, professional services. Industries examined include financial services, consulting, airlines, health care and hospitality, as well as a sampling of not-for -profit and small business organizations. A central theme is the exploration of how these companies organize to make their names synonymous with service excellence. In today's economy, services comprise 75%-80% of the GDP and employ a comparable percentage of the workforce. This course develops a profile of the strategic capabilities required to create a high-performance service organization while maintaining the flexibility necessary to compete in this dynamic industry sector.
Prerequisite: NONE
This course is typically offered in the following semesters: Fall and Spring
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| MOB9525 |
STRATEGIES FOR INNOVATION & GROWTH |
1.50 credits |
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PLEASE NOTE THIS COURSE WILL BE CLOSED TO ADDS AS OF 4:30PM ON FRIDAY, SEPTEMBER 5TH
Meeting Dates and Times: Friday September 5 (6:30 - 9:00), Saturday September 6 (9:00 - 5:00), and Saturday September 20 (9:00 - 5:00)
FALL 2008
MOB9525-01: STRATEGIES FOR INNOVATION AND GROWTH
Credits: 1.5
Cost: $1632
Payment for This Course is Due: September 16, 2008
Registering for MOB9525-01: Registration for Intensive Electives will take place through online course registration. Students will be notified of Fall 2008 registration dates via their Babson email account. The last day to add this course is September 5th (4:30PM deadline). Please see the drop deadline below.
Professor: Jay Rao
Meeting Dates and Times: Friday September 5 (6:30 - 9:00), Saturday September 6 (9:00 - 5:00), and Saturday September 20 (9:00 - 5:00)
Time Conflicts: Students are responsible to check the meeting dates for all Intensive Electives. If a student is registered for Intensive Electives that have conflicting dates and times, the Registrar's Office will drop one of the these courses.
Intensive Electives Limit: The maximum number of Intensive Electives a student may take while at Babson is 4. It is the student's responsibility to adhere to this policy. If the student exceeds this limit, we will drop that student from an Intensive Elective of our choosing.
Dropping MOB9525-01: If online add/drop is closed, students can email intensiveelectives@babson.edu to drop this course. Students can drop this course so long as an email is sent to intensiveelectives@babson.edu before the end of the day (11:59PM) of the first class meeting. Students must email from their Babson email account.
Overview: This course focuses on developing capabilities for innovation and growth in the context of large enterprises. Achieving growth through innovation is probably the biggest "buzz word" that is floating around in corporate circles and business media today. Unfortunately, it is also the most poorly understood and misused term. Hence, corporations around the world are struggling to institutionalize innovation. Like all large-scale enterprise wide programs, Innovation also suffers from the same fate as prior programs like TQM, reengineering, 6-sigma, Balanced Scorecard and others. Few firms have truly leveraged these to spur growth and competitiveness. We will look at enterprises that have successfully incorporated innovation into their cultural DNA. These firms have survived for decades and in some cases more than 100 years by navigating through massive upheavals in technologies, markets, products, and processes. These firms have been built to last, i.e., organizational innovation. This course looks at how some of these firms have organized themselves for innovation and growth. We will explore in depth three major concepts: (1) Innovation Life Cycle, (2) Innovation Platforms and (3) Organizational Innovation. These concepts will cover the three main questions about institutionalizing innovation: (1) what type of innovation should a firm focus on and why? (2) how to implement the chosen innovation? and (3) who in the firm should be doing it?
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| Summer II 2008 |
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| OPS7580 |
INDEPENDENT RESEARCH |
3.00 credits |
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XXX7580
Independent Research
******Independent research is available for all academic divisions.Registration is manual for students through Graduate Programs and Student Affairs******
Independent Research provides an opportunity to conduct in-depth research in areas of a student's own specific interest. Students may undertake Independent Research for academic credit with the approval of a student-selected faculty advisor, the appropriate division chair, and Graduate Programs and Student Affairs. Please note that a student is responsible for recruiting a faculty advisor through the student's own initiative and obtain the advisor's prior consent/commitment before applying for an independent research project.
Authorization for such a project requires submission of a formal proposal written in accordance with standards set forth by the Graduate School. The research project normally carries 1.5 or 3 credits.
For more information and a proposal outline please visit: www.babson.edu/grad/gpsa
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