TOIM Division Course Listings

Graduate

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MBA7515 - BL ENTERPRISE 2.0 BULDING SOCIAL NETWORK

BL ENTERPRISE 2.0 BULDING SOCIAL NETWORK

** This course counts as Requirement C (Depth) for the Business Analytics concentration MBA7515 Enterprise 2.0 Building Social Networks to Improve Business Performance 3 credit blended elective Meeting Dates: F2F days: Saturday, February 6th and Saturday March 5th , 8:30am – 4:30pm. Online sessions are mostly asynchronous. There will be a synchronous WebEx session at some point during first two sessions, early evening. 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. 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. A major objective of this course is to understand social networks using social network analysis (SNA). SNA is a methodology to analyze the structure of social networks, or the people-to-people connections in organizations. SNA is an increasingly popular application used by both management consultants and internal organizational practices (e.g., Marketing, HR, R&D, and HR-Talent Management) to understand information flows inside and outside a company. The SNA results in both visualizations as well as metrics to determine: where information silos exist in the organization and people's position in the "informal" structure of the organization, such as central, peripheral, and broker positions (i.e., connecting different subgroups). From this analysis, we can then determine knowledge management/talent management/marketing interventions that improve collaboration and business practices. We will also discuss how SNA techniques can be used to analyze employee connections through social media (e.g., who is blogging and responding to other employees' blogs, following other employees' social profile, etc.) Students will gain valuable "hands-on" experience using and applying SNA from their group project. Finally, we will explore how the latest social collaboration tools, including social networking platforms such as Twitter, Facebook, LinkedIn, Foursquare, and applications such as blogs, wikis, and bookmarking/tagging tools, are being adapted and used by organizations, for example, to leverage the "wisdom of crowds". Through case studies, group projects, and hands-on exercises, we will discuss the value proposition to companies and their employees from using social media. For example, groups will come up with a social media strategy for an organization, including providing metrics on how to evaluate the success or "ROI" of their strategy. 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

3.00 credits

MBA7545 - BL ANALYTICAL MANAGERS AND ORGANIZATION

BL ANALYTICAL MANAGERS AND ORGANIZATION

MBA7545 Analytical Managers and Organizations 3 credit blended elective Blended Learning MBA electives will open up to Non-Blended Learning MBA students on March 11th at noon. F2F Meeting Dates- Friday, July 22nd and Saturday, August 20th This course is designed to teach MBA students what it means to be an analytical manager, and how to build the capabilities required to be a highly analytical organization. It addresses the non-statistical topics in analytical decision-making at the individual level (including framing the problem and communicating the results), which should complement statistically-oriented courses at Babson. It also addresses the key factors (in the DELTTA model—data, enterprise, leadership, targets, technology, and analysts) necessary to succeed with analytics at the organizational level. It incorporates new course content specifically relevant to big data and analytics based on it. The course specifically delves into how both large and entrepreneurial organizations are addressing big data and analytics, and focuses in particular on how digital and online firms use and manage analytics. We’ll discuss various industries’ and functions’ use of analytics, but the only one addressed in any depth is web analytics for digitally-oriented businesses.

3.00 credits

MIS6110 - MSEL MIS

MSEL MIS

1.50 credits

MIS7200 - BL GLOBAL CONNECTIONS THROUGH TECH

BL GLOBAL CONNECTIONS THROUGH TECH

F2F Meeting Dates - Friday, September 30th and Saturday, October 1st.

2.00 credits

MIS7515 - THE BUS OF HEALTH INFO TECHNOLOGY

THE BUS OF HEALTH INFO TECHNOLOGY

MIS 7515 THE BUS OF HEALTH INFO TECHNOLOGY Spring 2016 - Elective A Special Schedule: This is to inform you that there has been a change for one of the on-campus meetings as well as the WebEx session for this course. The new dates are highlighted below. This is a blended learning format course. There will be (3) on campus sessions on Mondays from 4:00 - 9:00PM, (1) WebEx session from 6:00 - 9:00PM and (5) weekly case reviews using online forums The dates of the on campus meetings at Babson will be 1/25, 2/8 and 3/7. The WebEx session will be conducted on 2/1. The (5) online case reviews will be on weeks-ending 1/30, 2/6, 2/13, 2/20 and 2/27. MIS7515 The Business of Health Information Technology 3 Credit Blended Elective This course describes the burgeoning field of healthcare information technology (HIT) and will equip students to explore entrepreneurial opportunities and careers in this expansive field. The flow of federal stimulus for healthcare digitization is now exceeding $48 billion. This financial environment enables start-up companies to proliferate and venture capital to thrive while forcing the established industry to consolidate through M&A. During this course you will learn about the healthcare information technology market including electronic medical records, new methods of care delivery such as tele-health, healthcare informatics, analytics and disruptive consumer technology such as the Internet of Things. Beyond the healthcare information technology you will develop an understanding of the regulatory, entrepreneurial, and managerial impact it can on the healthcare business. Assignments will be a mixture of cases and readings. Student performance will be measured through demonstrated class preparedness, quality of participation in online group sessions, and a [research, position or survey type] paper with a final presentation. Prerequisites: None

3.00 credits

MIS7545 - COGNITIVE TECH AND IBM'S WATSON

COGNITIVE TECH AND IBM'S WATSON

MIS7545 COGNITIVE TECHNOLOGIES AND IBM's WATSON 3 credit blended elective Meeting Dates: Saturday, September 17th Saturday, October 8th This course introduces students to cognitive technologies, including IBM’s Watson, and addresses their value and implementation in business. A variety of cognitive tools will be covered, from machine learning to natural language processing to “deep learning.” Both the functions performed by these technologies and the business issues they generate—including the roles to be performed by humans in knowledge work processes of the future—will be treated in the course. The course is a blended elective, with some instruction provided by online programs on Watson and cognitive technologies in general. The course will be developed and taught in collaboration with IBM. There will be external experts on Watson and other technologies. One face-to-face session will be devoted to a case competition in which teams of students identify applications for Watson. No programming background is required, although students will need to study materials about how cognitive technologies work.

3.00 credits

MIS7580 - INDEPENDENT RESEARCH

INDEPENDENT RESEARCH

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: http://life.babson.edu/organization/GPSA

3.00 credits

MIS9530 - COMPETING ON ANALYTICS

COMPETING ON ANALYTICS

Meeting Dates: Friday, November 4, 2016 Saturday November 12, 2016 Friday, November 18, 2016 DROP DEADLINE: Friday, November 4th by 11:59 PM MIS9530 COMPETING ON ANALYTICS 1.5 Credit (Intensive Elective) As a manager, you are confronted with a series of decisions. Business Intelligence (BI) applications provide you with databases and query tools that allow you to analyze data in order to make more informed, fact-base decisions. These applications also provide portals or dashboards so you can share the information throughout your organization and track progress to goals. In this hands-on course, we will explore some of these systems and see first hand how they can help to provide directions when faced with finance, sales, marketing or operational decisions. We will read articles and cases about companies that have implemented BI systems and we will discuss the benefits they have reaped from doing so. We will also discuss the ethical issues of collecting and storing consumer data. Prerequisites: MIS7200

1.50 credits

MOB7522 - BOS LEADING AND MANAGING SUSTAINABILITY

BOS LEADING AND MANAGING SUSTAINABILITY

MOB7522 Leading and Managing Sustainability 3 credit graduate elective The purpose of this course is to provide an understanding of the concept of sustainability thinking and the practical process of sustainability-oriented innovations. Sustainability thinking challenges entrepreneurial leaders to enable the transition to a sustainable economic system, by identifying business opportunities and leading transformation of business culture. Students will learn about the systemic view of sustainability on how organizations can create social value while simultaneously delivering realistic economic returns: repurpose, stakeholder involvement, design & implementation of innovations and metrics development. Students will develop practical knowledge and skillset from design thinking and systems thinking as integral disciplines to manage human, financial, and other resources in innovations that transform businesses. Our goal is to provide the basis for a common language and understanding of the intersection between environmental/social issues and sustainability, innovation and entrepreneurship, business strategy, and organizational culture. Ultimately, students will develop their understanding of how to lead the transformation of a conventional business into a sustainable business. The course has four parts. The first part will give students an overview of the sustainability thinking and allied strategy and the tools for designing the process through which it happens: what dimensions and questions might be considered to evaluate and guide sustainability. Having identified both the challenges and tools associated with sustainability, the second part will make the case for making a product or service sustainable. The third part will shift the discussion to making an organization sustainable and characteristics of sustainability leaders. Finally, the fourth part will reflect on making your life sustainable. Students will explore how to apply ideas from the course to a more sustainable way of living. Students who are interested in any of the following roles may find it useful: • An entrepreneur wanting to understand sustainability as a business opportunity • An individual or corporate strategy group developing a sustainability strategy • An individual or corporate strategy group seeking growth through sustainability innovations • A manager deciding whether to invest resources and other infrastructure in a sustainability project • A leader wanting to develop a culture of sustainability and organizational change • An R&D group aiming to integrate sustainability into its innovation process In this endeavor we need to think creatively but realistically about the circumstances organizations can create environmental/social value while simultaneously delivering returns to shareholders. Sustainability leaders first need to understand the factors that drive economic value when addressing the environmental/social value of their business activities. They need tools and methods to assess real impact by looking beyond financial performance and engaging the stakeholders. Then, they can innovate for new opportunities –from the basic (cost reduction, compliance) to the inspiring (entrepreneurial innovations)–, that create value for various stakeholders. The multifaceted nature of sustainability problems affect each functional area of the organization, general management, strategy, finance, marketing, or operations. To integrate sustainability into business strategy and decision making, the course draws ideas from business strategy, resource economics, design, entrepreneurship, and innovation theory.

3.00 credits

MOB7555 - PRODUCT DESIGN & DEVELOPMENT

PRODUCT DESIGN & DEVELOPMENT

MOB7555 Product Design and Development 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 sketching, 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: uncovering, understanding, and articulating user 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: - One Friday workshop will be necessary - 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 45 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

4.50 credits

MOB9521 - INNOVATION PROCESSES

INNOVATION PROCESSES

Meeting Dates: March 25th 6:30 PM - 9:30 PM March 26th 8:30 AM - 5:00 PM April 9th 8:30 AM - 5:00 PM DROP DEADLINE: March 25th by 11:59 PM MOB9521 Innovation Processes 1.5 credit Intensive Elective Over the past two decades, a combination of changes in political, technological, and cultural arenas have dramatically affected the way in which companies, organizations, and individuals innovate. In this course, we will explore the critical parameters of various innovation processes, learn about their advantages and disadvantages, and compare the contexts in which these processes operate. The goal of this course is to develop an understanding of what it takes to design and operate various innovation processes. In the first offering of the course, the emphasis will be placed on open innovation processes, design thinking and lean start-up, and coordination issues of complex innovation processes. This course is positioned between our existing offerings Product Design and Development (MOB-7555), which provides an in-depth experience on the project level, and Leading Innovation: Creating Organic Growth (MOB-9525), which discusses managerial and strategic challenges on the firm level in the context of industry and competition. In contrast, the new course Innovation Processes will focus on the mechanisms of how design and manage effective innovation processes.

1.50 credits

MOB9525 - LEADING INNOV: CREATING ORGANIC GROWTH

LEADING INNOV: CREATING ORGANIC GROWTH

Meeting Dates: Saturday, October 1, 2016 Saturday, October 8, 2016 DROP DEADLINE: Saturday, October 1 by 11:59 PM MOB 9525: Leading Innovation: Creating Organic Growth 1.5 credit intensive elective Innovation Catalysts at Intuit help other Intuit managers and employees work on innovation initiatives throughout the enterprise. Initially, in 2009, Intuit started out with 10 Innovation Catalysts and by 2011 they had more than 100 of them coaching, mentoring and advancing organic growth projects throughout Intuit. Similarly, starting in 2009 and over a ten-year period, Whirlpool created more than 1000 trained I-mentors, who could facilitate innovation projects and help people move their ideas into the marketplace. There is now a new trend among medium and large-sized enterprises to create internal Innovation Experts that drive organic growth. These Innovation Catalysts are the equivalent of the 6-Sigma Black Belts on the Quality side. This course will prepare you: • To be either an Innovation Project Manager or an Innovation Expert (Coach) or an Innovation Champion (Mentor) within a large/medium sized enterprise • To be conversant with the Lingua-Franca of Innovation, i.e., the Tools & Methods of Innovation • To understand the key links between Strategy, Innovation and Leadership • To understand and nurture the Innovators’ DNA – Questioning, Observing, Listening, Associating, Experimenting and Networking • To manage the Innovation Process and help teams navigate their Innovation Journeys • To help executives Create and Nurture a Culture of Innovation • To build an Innovation Sandbox within your enterprise.

1.50 credits

MOB9526 - #CX #UX #XD

#CX #UX #XD

Meeting Dates: Saturday, October 15, 2016 Saturday, October 22, 2016 DROP DEADLINE: Saturday, October 15th by 11:59 PM MOB9526 (SSI) #CX #UX #XD Formerly (Design & Innovation in Service Industries) 1.5 credit intensive elective This course will complement an existing graduate 1.5-credit elective called Strategies for Innovation and Growth. It is also a good complement to the Managing Technological Innovation course. As their titles suggest, the latter course is overwhelmingly focused on technology based products and hi-tech industries while the former is focused on how can large firms can create and sustain innovation and growth activities. Also, the Managing Technological Innovation course is open only to students who are in the Technology Intensity Track. Course Objective All countries go through life cycles-agriculture, manufacturing, services and knowledge. The majority of the developed world can be considered today to be primarily in the post-service knowledge based industries. Providing services in addition to goods, which were at one time a differentiator for most businesses are more or less commoditized today. 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 post-PC industry, also known as the TIME industry, i.e., the convergence of the Telecom, Information, Media and Entertainment industries and (5) new forms of Designing & Delivering Great Customer Experiences. This course explores the innovations that are driving all these trends as primarily applied to a broad section of service industries-Airlines, Retail, Hospitality, Healthcare, Financial, B2B, TIME and even Not-for-Profits. This course will cover: Understanding the customer psychology and perceptions in service interactions; explore concepts, methods and tools to dream, define, design and deliver great customer experiences; innovative strategies to use customer experience as a differentiator; and how the convergence of digital technologies – data, voice & video – is helping firms to engage customers in new and innovative ways. Offered in Fall/Spring/Summer

1.50 credits

MOB9535 - EXTENDED ENTERPRISE MANAGEMENT FUNDAMENT

EXTENDED ENTERPRISE MANAGEMENT FUNDAMENT

Meeting Dates: Friday, September 16, 2016 Friday, September 23, 2016 DROP DEADLINE: Friday, September 16th by 11:59 PM MOB9535 EXTENDED ENTERPRISE MANAGEMENT FUNDAMENTALS 1.5 credit Intensive Elective Successful managers and innovators recognize their organizations are parts of complex, increasingly global networked ecosystems with commercial, social, environmental, and technological levels. This course applies ecosystem mapping tools used by the most successful and sustainable organizations around the world to move from strategy to implementation. Derived from the long-­-running Extended Enterprise elective, this intensive elective brings students through ecosystem-­-wide mapping moving through basic retail demand-­-supply chains, modern hybrid networks like Amazon, and then into global “cloud” models that are coming to dominate organizations of all kinds. Lessons apply equally to start-­-ups and large global organizations. Students will work on a project of their own choosing. Many students use this to plan new ventures. No prerequisites required.

1.50 credits

MOB9540 - EXTENDED ENTERPRISE MANG PRACTICUM

EXTENDED ENTERPRISE MANG PRACTICUM

Meeting Dates: Friday, October 28, 2016 Friday, November 4, 2016 DROP DEADLINE: Friday, October 28th by 11:59 PM MOB 9540 Extended Enterprise Practicum: Developing Opportunities in Global Ecosystems (Classroom only) 1.5 credit intensive elective Opportunities in healthcare, energy, media, transportation, water, recycling, food, housing, and many other ecosystems are literally exploding worldwide: autonomous vehicles, Tesla, Solar City, wearables, genetic engineering, virtual reality– the list seems endless. All have one thing in common. Innovations in these fundamental “technologies of life and living” succeed or fail based on how they interact with existing ecosystem networks, and how they help people change deeply-engrained behaviors. Ecosystem changes needed for Tesla, solar/wind energy, new forms of global healthcare, etc. are much more complicated than they appear on the surface. In this class we use current “living case” material from around the world to map out 6-8 new forms of extended enterprises – to help students practice this new management skill. Prerequisites: None

1.50 credits

OPS6110 - MSEL OPS

MSEL OPS

1.50 credits

OPS7200 - TECHNOLOGY AND OPERATIONS MANAGEMENT

TECHNOLOGY AND OPERATIONS MANAGEMENT

OPS7200 Technology & Operations Management (OPS7200) Technology & Operations Management (TOM) - This course introduces students to the fundamental components of a firm’s operating systems, be it a mature enterprise or an early stage company. The course introduces the new methods and models to analyze, diagnose and improve operations activities for both manufacturing and service firms. We examine key issues for competitiveness including operations strategy, innovation, product and process design and development, global supply chain management, quality management, and sustainable operations. Developing a strong appreciation for the contribution of technology and operations to a company's market success is an essential element of effective decision-making for entrepreneurs and leaders of all types of organizations. OPS7200 will meet for 7 face-to-face sessions, plus a 3 hour online session, and an integrated session with ACC7201 held on a Saturday, September 17th (8AM - 1PM) OPS7200 is part of Cluster C and must be taken with ACC7201 during the same semester unless otherwise waived from the course through completion of old core courses, advanced standing credit, or passing a waiver exam. All of the courses in Cluster C must be taken at the same location. OPS7200 is a prerequisite for Cluster F MOB7202 and MBA7201. OPS7200 is equivalent to OPS7000 Managing Operations or MBA8530 Managing Operations and Costs.

2.00 credits

OPS7572 - SUPPLY CHAIN MANAGEMENT

SUPPLY CHAIN MANAGEMENT

OPS7572 Supply and Demand Network Management (formerly Supply and Demand Chain Management) 3 credit elective This course will benefit not only those who expect to assume operating roles, but also those who wish to work on strategy, finance, accounting and sales/marketing, and who ultimately expect to build companies. That's because every business, regardless of size or industry, requires supply and demand chains to function. Effective supply chain management (SCM) integrates the management of goods/services, information, and financial data, from raw materials through to the consumer.  The top level objective is to satisfy or exceed customers’ demands and expectations, yet do so profitably.  This course is designed to provide students with an integrated perspective of SCM and to develop the capability to analyze existing supply chain operations with intent to develop plans for improvement.  Such improvements will be designed with the end goal of enhancing the company’s competitiveness through more effective operational execution.  Students will learn to recognize best practices in supply chain management, identify possible barriers to high-performing supply chains, and assess the effectiveness of advanced technologies to potentially improve supply chain execution.  There is one prerequisite for this course - completion of an Introductory Operations course. Prerequisites: Evening: OPS7200 Blended Learning MBA: (ECN7201 and MIS7200) One Year:OPS7200 Two Year: OPS7200 This course is usually offered in the fall

3.00 credits

OPS7580 - INDEPENDENT RESEARCH

INDEPENDENT RESEARCH

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

3.00 credits

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