This course focuses on the leadership qualities that are necessary to successfully design and implement strategic change and how being involved in the active leadership process requires individuals to be willing to define and declare themselves in strategic ways. The course is an elective and follows the format of the Leading Strategic Change course. It puts its emphasis on the need for students to think on personal, professional, and enterprise levels and to apply this thinking to the critical issues of leading and managing individual and organizational change. It is essential that students studying for an MBA develop a rich appreciation for the implications of personal and organizational change. Leadership is a personal declaration and as such is the essence of change. The principal modes of instruction are cases, lectures, and readings.

The course consists of a case and text-based learning experience that focuses on the leadership challenges involved in leveraging diversity. Students will learn how leaders must have the basic skills and the ability and willingness to recognize diversity and then leverage it through invitation, inclusion, and inspiration.

The past two decades have witnessed the birth of an unprecedented number of new-to-the-world markets. Research into patterns of success and failure in new markets indicate that the most successful companies follow a set of implicit rules and share specific behaviors. Students will learn to use theories of innovation, organization, and leadership to determine which strategies will and will not be effective in new-market circumstances.

The healthcare sector accounts for more than 20% of the US economy and demands substantial high skill management. Despite the enormous opportunities for MBA graduates, the healthcare sector is still an overlooked path for generalist top MBAs. This course aims to bridge the gap by mapping advanced finance topics into the healthcare space, preparing students for a successful career in healthcare management.

This course aims to helps students interested in technology build a better understanding of the complex ethical issues at the intersection of business and technology. The course will take a perspective based in psychology and the humanities to help students identify and manage ethical issues in their roles. Additionally, the course will feature alumni and speakers who work in organizations and roles where they aim to use tech for good.

This course focuses on pricing as a very powerful lever for profitability. Pricing is also amount the least understood areas of strategic and tactical execution: pricing decisions are made less thoughtfully and systematically than one would expect. Pricing Analytics concentrates on how a firm should set and update pricing and sales decisions across its various channels to maximize its profitability.

We will explore the economic foundations of the digital economy. We will discuss how they impact the structure of industries and the nature of competition. This course will hone students' ability to evaluate, design, and execute a firm's strategy in the digital age. The primary objective of the course is to further develop your strategic thinking skills.

Central banks have significant influence on the environment in which managers operate. They guide the economy via monetary policy, are closely watched by financial markets, and have become increasingly involved in the supervision of financial institutions. The course takes a deep dive into the theoretical and practical considerations that shape the policies of central banks around the world.

The increasing globalization of business and heightened outsourcing in many industries has led to increased interest in supply chain management issues by the senior management of most companies. This course is designed to provide an understanding of the functional and strategic role of supply chains in both manufacturing and service industries, with emphasis on global supply chains originating or ending in North America. The course is oriented towards prospective general managers who desire to become more familiar with supply chain design and coordination as well as some of the major issues and managerial concepts relating to supply-chain management that are important sources of competitive advantage. The course is taught using textbook and article readings, cases, lectures, and guest speakers.

This course focuses on two-party negotiations in a wide variety of settings ranging from simple buyer-seller bargains to complex, multi-issue strategic relationships. Most class sessions revolve around the results of negotiations between class members that are conducted prior to class, as preparation for the session. The results of these negotiations are displayed each day and provide an opportunity for explicit feedback on each student's negotiating performance. Class discussion reviews the wide variety of experiences in the specific negotiation and develops and tests hypotheses regarding effective behaviors, tactics, and strategies. The resulting ideas are reinforced and further developed through a series of weekly readings. Finally, the course offers several frameworks for codifying each student's negotiation toolkit and for describing each student's negotiation behavior.