|
|
|
|
| Spring 2010 |
|
| MOB7535 |
EXTENDED ENTERPRISE MANAGEMENT |
3.00 credits |
| |
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
|
| MOB9526 |
STRATEGIES FOR SERVICE INNOVATION |
1.50 credits |
| |
Meeting Dates and Times: Friday February 26 (6:30 - 9:00), Saturday February 27 (9:00 - 5:00), and Saturday March 6 (9:00 - 5:00)
SPRING 2010
MOB9526: STRATEGIES FOR SERVICE INNOVATION
Credits: 1.5
Registering for MOB9526: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Spring 2010 registration dates via their Babson email account. Students can add this course up until the start of the first class meeting. Please see the drop deadline below. If a space becomes available in the course after the regular Spring 2010 add/drop deadline (Wednesday, January 27) but before the course specific add deadline, students must email intensiveelectives@babson.edu to register for it. These emails will be processed on a first-come-first-serve basis. We will not retain emails for future consideration.
Professors: Jay Rao
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 MOB9526: 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: All countries go through life cycles-agriculture, manufacturing and services. The majority of the developed world can be considered today to be primarily services based. However, services which were at one time a differentiator for most businesses are more or less commoditized today. This course builds on the existing knowledge and science of service businesses and goes into understanding post-service economy based competition. Several trends have emerged over the last 15 years: (1) Move from Services to Experiences; (2) Emergence of new Digital and Networked Economies; (3) Information and Knowledge Intense Economies; (4) the rise of the new TIME industry, i.e., the convergence of the Telecom, Information, Media and Entertainment industries and (5) The rise of innovation in third world countries and their role in transforming the lives of poor people around the globe. This course explores the innovations that are driving all these trends as primarily applied to a broad section of service industries-Airlines, Retail, Financial, B2B, TIME and even Not-for-Profits. Further, this course provides several tools and techniques to capture the notion of customer value, define and design innovative services and deliver great experiences for the target market.
|
| MOB9530 |
SOCIAL CAPITAL IN BUILDING CAREER |
1.50 credits |
| |
Meeting Dates and Times: Saturday March 20 (9:00 - 5:00), Friday March 26 (9:00 - 5:00), and Saturday April 10 (9:00 - 5:00)
SPRING 2010
MOB9530: THE ROLE OF SOCIAL CAPITAL IN BUILDING YOUR CAREER AND BUSINESS
Credits: 1.5
Registering for MOB9530: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Spring 2010 registration dates via their Babson email account. Students can add this course up until the start of the first class meeting. Please see the drop deadline below. If a space becomes available in the course after the regular Spring 2010 add/drop deadline (Wednesday, January 27) but before the course specific add deadline, students must email intensiveelectives@babson.edu to register for it. These emails will be processed on a first-come-first-serve basis. We will not retain emails for future consideration.
Professors: Thomas Davenport, Sal Parise, and Stever Robbins
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 MOB9530: 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: Recent research has suggested that "who you know" is an important factor in entrepreneurs' abilities to mobilize around new ideas and ventures. Other studies within large organizations have suggested that high performers tend to have strong social networks. In this intensive elective, we'll discuss strategies for establishing, maintaining, and maximizing the value of a social network.
Students will map their own networks, and learn about effective and authentic networking behaviors. Through an interactive application, students will analyze their personal network along several relational dimensions including: problem-solving, career advice, personal support, and access to key decision-makers and influencers. The diagnostic will identify any biases in the personal network as well as offer recommendations to build a more effective collaborative network. We'll also explore how social media tools can enhance personal social networks. By the end of the course, students will have a much greater appreciation for the role of networks in their careers and lives. They will have developed specific action plans for expanding and deepening their networks, and will have begun implementing the plans through experiential exercises and homework.
|
| OPS7000 |
MANAGING OPERATIONS |
3.00 credits |
| |
OPS7000
Managing Operations
This course is intended to introduce you to the operations function and to give you the analytic tools and language with which to understand, diagnose and manage operations activities for both manufacturing and service firms. We will examine key issues for competitiveness including operations strategy, innovation, product and process design and development, value network management, quality management, customer service and process analysis. Whether you pursue a career in operations management or another area, having a strong appreciation for the contribution of operations to a company's market success is an essential element to good managerial decision-making.
Prerequisite: NONE
This course is typically offered during Fall semester.
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|
| Winter 2010 |
|
| MOB9525 |
STRATEGIES FOR INNOVATION & GROWTH |
1.50 credits |
| |
Meeting Dates and Times: Friday January 8 (6:30 - 9:00), Saturday January 9 (9:00 - 5:00), and Saturday January 16 (9:00 - 5:00)
WINTER 2010
MOB9525: STRATEGIES FOR INNOVATION & GROWTH
Credits: 1.5
Registering for MOB9525: Registration for Winter 2010 Intensive Electives will initially take place through online course registration from Wednesday, October 14 through Sunday, November 11 and contingent upon your registration date during this period. Registration after Sunday, November 11 will be manual - students must email intensiveelectives@babson.edu. Emails will be processed on a first-come-first-serve basis. Students can add this course up until the start of the first class meeting. Please see the drop deadline below.
Professor: Jay Rao
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?
|
|
| Fall 2009 |
|
| MOB7535 |
EXTENDED ENTERPRISE MANAGEMENT |
3.00 credits |
| |
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
|
| MOB7540 |
MTIE MANAGING TECHNOLOGICAL INNOVATION |
3.00 credits |
| |
MOB7540
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
|
| MOB7555 |
PRODUCT DESIGN & DEVELOPMENT |
4.50 credits |
| |
MOB7555
Product Design and Development
(formerly OPS7555)
Product Design and Development (PDD) is an integrated management course that provides students with a solid, field-based understanding of the fundamentals of conceiving, evaluating, and developing successful new products. It is a roll-up-your-sleeves, team-based environment for learning how to translate a new product idea into a product concept and design. In the course, you will learn, through doing, what "design thinking" is, which is becoming critical for managers to thrive in the emerging "Creative Economy."
The course takes teams of graduate students through the entire process of product development from market and user analysis to idea generation and concept development, to concept selection and refinement, to product design and prototype manufacturing. Several workshops are integrated to support the teams with specific tasks such as brainstorming and model building. The course culminates in the MBA Product Design Fair where teams present their 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 are part of the course. (4.5 credit hours)
Additional Course Information:
- Class meets twice a week
- One extra class meeting will be necessary (Friday, Nov. 20)
- One Friday workshop will be necessary (most likely Oct. 9)
- Teams will have opportunity to build their own workspace in the Product and Design Lab
Prerequisite: NONE
This course is typically offered in the following semester: Fall
|
| MOB9525 |
STRATEGIES FOR INNOVATION & GROWTH |
1.50 credits |
| |
Meeting Dates and Times: Friday September 25 (6:30 - 9:00), Saturday September 26 (9:00 - 5:00), and Saturday October 10 (9:00 - 5:00)
FALL 2009
MOB9525: STRATEGIES FOR INNOVATION & GROWTH
Credits: 1.5
Registering for MOB9525: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Fall 2009 registration dates via their Babson email account. Students can add this course up until the start of the first class meeting. Please see the drop deadline below. If a space becomes available in the course after the regular Fall 2009 add/drop deadline (Tuesday, September 15th) but before the course specific add deadline, students must email intensiveelectives@babson.edu to register for it. These emails will be processed on a first-come-first-serve basis. We will not retain emails for future consideration.
Professor: Jay Rao
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: Olin 201
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?
|
| MOB9526 |
STRATEGIES FOR SERVICE INNOVATION |
1.50 credits |
| |
Meeting Dates and Times: Friday October 30 (6:30 - 9:00), Saturday October 31 (9:00 - 5:00), and Saturday November 7 (9:00 - 5:00)
FALL 2009
MOB9526: STRATEGIES FOR SERVICE INNOVATION
Credits: 1.5
Registering for MOB9526: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Fall 2009 registration dates via their Babson email account. Students can add this course up until the start of the first class meeting. Please see the drop deadline below. If a space becomes available in the course after the regular Fall 2009 add/drop deadline (Tuesday, September 15th) but before the course specific add deadline, students must email intensiveelectives@babson.edu to register for it. These emails will be processed on a first-come-first-serve basis. We will not retain emails for future consideration.
Professor: Jay Rao
Meeting Dates and Times: Friday October 30 (6:30 - 9:00), Saturday October 31 (9:00 - 5:00), and Saturday November 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: Olin 201
Dropping MOB9526: 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: All countries go through life cycles-agriculture, manufacturing and services. The majority of the developed world can be considered today to be primarily services based. However, services which were at one time a differentiator for most businesses are more or less commoditized today. This course builds on the existing knowledge and science of service businesses and goes into understanding post-service economy based competition. Several trends have emerged over the last 15 years: (1) Move from Services to Experiences; (2) Emergence of new Digital and Networked Economies; (3) Information and Knowledge Intense Economies; (4) the rise of the new TIME industry, i.e., the convergence of the Telecom, Information, Media and Entertainment industries and (5) The rise of innovation in third world countries and their role in transforming the lives of poor people around the globe. This course explores the innovations that are driving all these trends as primarily applied to a broad section of service industries-Airlines, Retail, Financial, B2B, TIME and even Not-for-Profits. Further, this course provides several tools and techniques to capture the notion of customer value, define and design innovative services and deliver great experiences for the target market.
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|
| Summer I 2009 |
|
| MIS7557 |
PLATFORMS CLOUDS AND NETWORKS |
3.00 credits |
| |
MIS7557 Platforms Clouds and Networks
3 Credit Grad Elective
The first generation of Internet applications were focused on creating new business models and applications for reaching customers. These applications and models have evolved into the next generation that is making it easier for enterprises, especially small and medium sized, to compete by building applications on top of the existing infrastructure and applications (Facebook, Google, Amazon, Youtube, etc) that are now available to them for reuse. In order for managers to design their enterprises for competitive advantage, they need to understand and leverage the new infrastructure. Managers need to understand concepts like architecture, shared services, global work, opensource development, business platforms, network effects and services to create even more powerful business models. As a result of applying these concepts, managers can bring to market new products and services at a faster pace. The core concepts and technologies discussed in this class are important to both consumers and providers of services. We will examine business designs by discussing the underlying technology and how it helps shape strategy using case studies, conceptual papers and interactions with industry experts. In addition, this course highlights the emerging role of a business architect who is responsible for key decisions that positions the firm to compete in network-based businesses.
Prerequisites: - MBA8500 or completion of the One Year, Two Year, or Fast Track core modules.
|
| MOB7546 |
ENTERPRISE 2.0/BL |
3.00 credits |
| |
**Students who have taken MOB9508 Knowledge Management may not take this course**
MOB7546 Enterprise 2.0
3 Credit Blended Elective
Meeting Dates: This is a 6 week course with 3 weeks of online sessions and 3 F2F meetings
Saturday, May 30th - 8:30 AM - 4:30 PM
Saturday, June 20th - 8:30 AM - 4:30 PM
Thursday, July 2nd 8:30 - 4:30
Enterprise 2.0 is the term to describe organizations that use strategies, business practices, and technologies that enable emergent collaboration. Many organizations are now interested in capturing, distributing and applying the knowledge of their employees for business benefit. Often times, finding subject-matter experts and colleagues with similar interests need to occur in real-time. Also, companies need to keep track of knowledge outside of their corporate walls, for example, understanding market trends and being aware of what customers are saying about their products. Ultimately, the goal of Enterprise 2.0 is to break down traditional information silos and to allow employees and managers to tap into the right expertise when they need it. In this course we will discuss the current state of the Enterprise 2.0 movement. We will also discuss emerging issues in the management of knowledge and of knowledge work, including understanding social networks and communities of practice, managing the organizations in which knowledge and knowledge workers are the most important assets, and measuring the impacts of knowledge management investments to individuals, groups, and the organization as a whole. We will also explore how social collaboration tools (often referred to as Web 2.0) are being used by organizations to leverage the "wisdom of crowds". Organizations are increasingly using tools such as blogs, wikis, and social tagging to achieve emergent collaboration and to break down information silos. To summarize, the major topics that will be covered in this course include: Social network analysis (SNA). This is a Group project. I will provide each group with a company data set. You will use the UCINET SNA program to analyze the data. Your presentations will include analysis of the data, your group's interpretation of the company's social network, and recommendations or interventions based on your findings.
o Communities of practice, including customer communities
o Social collaboration tools - how are blogs, wikis, tagging tools being used by organizations
o ROI of social collaboration
o Talent management (on-boarding of new employees, succession planning, knowledge retention)
o Knowledge management
o Collaboration and innovation
My objective for this course is to get you excited about Enterprise 2.0, to acquaint you with some of the key issues around the topic, and to get you to think about your own jobs and organizations in Enterprise 2.0 terms. This is a "blended" course - consisting of both face-to-face and on-line classes. The course will consist of lecture material, discussion of real-world case studies, and interactive group exercises. Your grade will consist of three equal components: class participation, group projects, and an individual paper.
Prerequisites: none
|
| MOB9525 |
STRATEGIES FOR INNOVATION & GROWTH |
1.50 credits |
| |
***PLEASE NOTE THIS COURSE IS CLOSED TO ADDS AS OF 4:30PM ON FRIDAY, MAY 8TH***
Meeting Dates and Times: Friday May 22 (6:30 - 9:00), Saturday May 23 (9:00 - 5:00), and Saturday May 30 (9:00 - 5:00)
SUMMER I 2009
MOB9525: STRATEGIES FOR INNOVATION & GROWTH
Credits: 1.5
Registering for MOB9525: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Summer 2009 registration dates via their Babson email account. The last day to add this course is Friday, May 8th (4:30PM deadline). Please see the drop deadline below.
Professor: Jay Rao
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*
|
| MOB9526 |
STRATEGIES FOR SERVICE INNOVATION |
1.50 credits |
| |
***PLEASE NOTE THIS COURSE IS CLOSED TO ADDS AS OF 4:30PM ON THURSDAY, JUNE 4TH***
Meeting Dates and Times: Friday June 19 (6:30 - 9:00), Saturday June 20 (9:00 - 5:00), and Saturday June 27 (9:00 - 5:00)
SUMMER I 2009
MOB9526: STRATEGIES FOR SERVICE INNOVATION
Credits: 1.5
Registering for MOB9526: Registration for Intensive Electives will take place through online course registration. Students will be notified of the Summer 2009 registration dates via their Babson email account. The last day to add this course is Thursday, June 4th (4:30PM deadline). Please see the drop deadline below. If a space becomes available in the course after the regular Summer I 2009 add/drop deadline (Wednesday, May 20th) but before the course specific add deadline, students must email intensiveelectives@babson.edu to register for it. These emails will be processed on a first-come-first-serve basis. We will not retain emails for future consideration.
Professor: Jay Rao
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 MOB9526: 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: All countries go through life cycles-agriculture, manufacturing and services. The majority of the developed world can be considered today to be primarily services based. However, services which were at one time a differentiator for most businesses are more or less commoditized today. This course builds on the existing knowledge and science of service businesses and goes into understanding post-service economy based competition. Several trends have emerged over the last 15 years: (1) Move from Services to Experiences; (2) Emergence of new Digital and Networked Economies; (3) Information and Knowledge Intense Economies; (4) the rise of the new TIME industry, i.e., the convergence of the Telecom, Information, Media and Entertainment industries and (5) The rise of innovation in third world countries and their role in transforming the lives of poor people around the globe. This course explores the innovations that are driving all these trends as primarily applied to a broad section of service industries-Airlines, Retail, Financial, B2B, TIME and even Not-for-Profits. Further, this course provides several tools and techniques to capture the notion of customer value, define and design innovative services and deliver great experiences for the target market.
*THERE IS PRE-WORK FOR THIS COURSE*
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