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Course 15: Management |
 | | | 15.00-15.299 | | | 15.30-15.699 | | | 15.70-15.999 plus UROP and Thesis | | |  |
Work and Organizational Studies15.301 People, Teams, and Organizations Laboratory
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Prereq: None Units: 3-3-9 Lecture: TR11 (E51-145) or TR12 (E51-145) Lab: TBD (TBD) Recitation: F11 (E51-372) or F12 (E51-372) 
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. R. Reagans No textbook information available 15.302J Power: Interpersonal, Organizational, and Global Dimensions
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(Same subject as 11.045[J], 17.045[J], 21A.127[J]) (Subject meets with 21A.129) Prereq: None Units: 3-0-9
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. S. Silbey 15.304 Being Effective: Power and Influence
 ()Not offered regularly; consult department Prereq: None Units: 3-0-6
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. Staff 15.305 Leadership and Management
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Prereq: Permission of instructor Units: 3-0-6 Lecture: R1-3 (W59-073) or TF7.30-9 (1-150)
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. Fall: J. Huck (Navy), P. Francik (AF) Spring: B. Collins (Army) No textbook information available 15.308 Leading the Way: Interpersonal and Organizational Strategies for Advancing DE&I
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Prereq: None Units: 3-0-6
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. K. Blackburn, E. Kelly 15.309 Leadership Lessons Learned from the Military
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Prereq: None Units: 2-1-3 [P/D/F]
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. L. Hafrey 15.310 People, Teams, and Organizations
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Prereq: None Units: 2-1-6 Lecture: TR11 (E51-145) or TR12 (E51-145) Recitation: F11 (E51-372) or F12 (E51-372)
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. R. Reagans No textbook information available 15.311 Organizational Processes
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Prereq: Permission of instructor Units: 2-3-4 Lecture: R1-2.30 (E51-325) or R2.30-4 (E62-223) or R1-2.30 (E62-223) or R4-5.30 (E62-223, E51-325) or R2.30-4 (E51-325)
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 project analyzes an actual organizational change using course frameworks. Restricted to first-year Sloan master's students. Fall: C. Lide Summer: E. Kelly No textbook information available 15.312 Organizational Processes for Business Analytics
()Not offered regularly; consult department Prereq: None Units: 3-0-9
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. Staff 15.316 Building and Leading Effective Teams
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Prereq: None Units: 3-1-0 [P/D/F]
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. J. S. Carroll No textbook information available 15.317 Leadership and Organizational Change
(, )  ; second half of term
Prereq: None Units arranged
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. L. Hafrey Textbooks (Summer 2025) 15.318 Discovering Your Leadership Signature
(); second half of term
Prereq: None Units: 3-0-3 Credit cannot also be received for 15.739 Begins Oct 27. Lecture: T EVE (4-7 PM) (E51-151)
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. K. Isaacs No textbook information available 15.320 Strategic Organizational Design
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Prereq: None Units: 3-0-6
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. Staff 15.321 Improvisational Leadership: In-the-Moment Leadership Skills
(, ); second half of term
Prereq: None Units: 3-0-3 Begins Oct 27. Lecture: T EVE (4-7 PM) (E62-233)
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. Fall: D. Giardella Spring: D. Giardella No textbook information available 15.322 Leading Organizations
(); first half of termNot offered regularly; consult department Prereq: None Units: 3-0-3 [P/D/F]
Analyzes through lectures, discussions, and class exercises, the human processes underlying organizational behavior. Restricted to Sloan Fellow MBAs. Staff 15.323 Leading from the Middle
(); first half of term
Prereq: None Units: 2-0-1 [P/D/F]
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. L. Hafrey 15.325 Leadership in Disrupted Industries
(); second half of term
Prereq: None Units: 2-0-1 [P/D/F] Begins Oct 27. Lecture: T EVE (5.30-7 PM) (E62-262)
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. R. Pozen, B. Shields No textbook information available 15.326 Effectively Managing Stakeholders
(); second half of term
Prereq: None Units: 2-0-1 [P/D/F]
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. V. D'Silva 15.328 Seminar in Organizational Studies
() Not offered regularly; consult department Prereq: None Units arranged
Group study of current topics related to organizational studies. Staff 15.329 Seminar in Organizational Studies
() Not offered regularly; consult department Prereq: None Units arranged
Group study of current topics related to organizational studies. Staff 15.335 Organizations Lab: Leading with Impact
()Not offered regularly; consult department Prereq: None Units: 3-0-6
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. N. Repenning, B. Akinc, M. McCreary 15.336 ID Lab: Individual Development and Interpersonal Dynamics
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Prereq: Permission of instructor Units: 3-0-6
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. T. Purinton, L. Bergholz, K. Blackburn 15.337 Teams Lab
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Prereq: None Units: 3-0-6 Lecture: T8.30-11.30 (E62-221)
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. N. Repenning No textbook information available 15.338 Leadership and Teams Lab
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Prereq: None Units: 3-0-3
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. N. Repenning No textbook information available 15.339 Developing Leadership Capabilities
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Prereq: Permission of instructor Units: 2-0-4 [P/D/F] URL: https://tinyurl.com/DLC2025app
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. W. Orlikowski, T. Malone 15.341 Individuals, Groups, and Organizations
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Prereq: Permission of instructor Units: 3-0-9
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. Staff 15.342 Organizations and Environments
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Prereq: Permission of instructor Units: 3-0-9 Lecture: F1-4 (E62-446)
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. S. Silbey No textbook information available 15.345 Doctoral Proseminar in Behavioral and Policy Sciences
() Not offered regularly; consult department Prereq: Permission of instructor Units: 2-0-4 [P/D/F]
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. Staff 15.347 Doctoral Seminar in Research Methods I
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(Subject meets with 21A.809) Prereq: Permission of instructor Units: 3-0-9
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. Staff 15.348 Doctoral Seminar in Research Methods II
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Prereq: 15.347 or permission of instructor Units: 3-0-6 Lecture: M EVE (3-6 PM) (E62-350)
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). E. Castilla Textbooks (Fall 2025) Technology, Innovation and Entrepreneurship15.350 Managing Technological Innovation and Entrepreneurship
()Not offered regularly; consult department Prereq: None Units: 3-0-6
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. Staff 15.351J Introduction to Making and Hardware Ventures
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(Same subject as 2.351[J]) Prereq: Permission of instructor Units: 3-0-3 [P/D/F]
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. M. Kenney 15.352J StartMIT: Exploring Entrepreneurship and Innovation
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(Same subject as 6.9302[J]) Prereq: None Units: 4-0-2 [P/D/F]
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. S. Neal 15.355 Engine Lab: Building & Scaling Deep Tech Ventures
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Prereq: Permission of instructor Units: 3-0-6
Provides insights, tools, and strategic frameworks for students focused on founding, joining, and investing in deep tech ventures (DTVs) at early and growth stages (i.e. Seed, Series A-C). Tools unique to DTVs will include techno-economic models (TEAs), technology roadmaps, milestone-based planning and first-of-a-kind funding structures. Relevant technologies covered will vary each semester, but include e.g. quantum, energy storage, semiconductors, space, rDNA (with end uses including defense/security, climate and health sectors). The course includes a hands-on action-learning project with a local DTV, live cases and engagement with US and international deep tech venture capital providers. The class takes a deliberately international perspective including comparative understanding of deep tech ecosystems in the US, Europe, and Asia and it will highlight the role of geopolitical dynamics in shaping the category. F. Murray 15.356 Lead User Innovation Methods
(); second half of termNot offered regularly; consult department Prereq: None Units: 4-0-5
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. Staff 15.357 Economics of Ideas, Innovation and Entrepreneurship
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Prereq: None Units: 3-0-6 Lecture: T EVE (6-9 PM) (E62-450)
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. P. Azoulay, S. Stern No textbook information available 15.358 Strategy in the Age of Digital Platforms
(); second half of term
Prereq: 15.900 or 15.902 Units: 3-0-6
Considers key strategic concepts and frameworks useful for managers and entrepreneurs, such as the distinction between a product and a platform strategy as well as an innovation versus a transaction platform (or hybrid) business model. Relatively deep dive into novel hardware and software technologies that have stimulated new platforms, businesses, and startup companies. Topics may include Generative AI as a new innovation platform and AI/ML ventures more broadly, Gig/sharing economy ventures, Fintech ventures, and new platform-like technologies in quantum computing and communications as well as biotech. Classes consist of lectures, case studies, short videos, an occasional guest lecture, and student team presentations. Assignments include short reaction papers and a final team paper. M. Cusumano, I. Sayeed 15.360 Entrepreneurship & Innovation Proseminar
(); first half of term
Prereq: Permission of instructor Units: 2-0-1 [P/D/F] Ends Oct 17. Lecture: M EVE (4-7 PM) (E51-115)
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. S. Stern, B. Aulet No textbook information available 15.361 Executing Strategy for Results
(); first half of termNot offered regularly; consult department Prereq: None Units: 3-0-6 [P/D/F] Credit cannot also be received for 15.711
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. Staff 15.362J Engineering Innovation: Global Security Systems
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(Same subject as 6.9162[J]) Prereq: None Units: 3-3-6 Credit cannot also be received for 6.9160, 15.3621
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. G. Keselman, A. Perez 15.3621J Engineering Innovation: Global Security Systems
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(Same subject as 6.9160[J]) Prereq: None Units: 3-3-6 Credit cannot also be received for 6.9162, 15.362
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. G. Keselman, A. Perez 15.363J Strategic Decision Making in Life Science Ventures
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(Same subject as HST.971[J]) Prereq: None Units: 3-0-6
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. J. Fleming, A. Zarur 15.364 Innovation Ecosystems for Regional Entrepreneurship Acceleration Leaders (iEco4REAL)
()
Prereq: None Units: 3-0-6 Credit cannot also be received for 15.3641
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. P. Budden 15.3641 Innovation Ecosystems for Regional Entrepreneurship Acceleration Leaders (iEco4REAL)
()Not offered regularly; consult department Prereq: None Units: 3-0-6 Credit cannot also be received for 15.364
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. P. Budden 15.365 Overcoming Obstacles to Entrepreneurial Success
()Not offered regularly; consult department Prereq: 15.360, 15.378, 15.390, 15.399, or permission of instructor Units: 3-0-6
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. I. Sayeed, N. Venna 15.366 Climate & Energy Ventures
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Prereq: Permission of instructor Units: 3-0-9 Lecture: R EVE (5.30-8 PM) (32-155)
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. T. Hynes, F. O'Sullivan, L. Wayman, J. Pless No textbook information available 15.367J Healthcare Ventures
()
(Same subject as HST.978[J]) Prereq: None Units: 3-0-9
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. M. Gray, Z. Chu 15.368 Disciplined Entrepreneurship Lab
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Prereq: None Units: 1-0-5 [P/D/F] Credit cannot also be received for 15.718
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 subject once project commences. B. Aulet 15.369 Corporate Entrepreneurship Lab
()
Prereq: None Units: 3-0-6
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. S. Neal, S. Siegel, Y. Kuo 15.371J Innovation Teams
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(Same subject as 2.907[J], 10.807[J]) Prereq: None Units: 4-4-4
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. L. Perez-Breva 15.373J Venture Engineering
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(Same subject as 2.912[J], 3.085[J]) Prereq: None Units: 3-0-9
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. B. Aulet, E. Fitzgerald 15.374 Organizing for Innovation
(); first half of term
Prereq: None Units: 3-0-3
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. P. Azoulay 15.378 Building an Entrepreneurial Venture: Advanced Tools and Techniques
(, )
Prereq: Permission of instructor Units: 3-1-8 Credit cannot also be received for 15.3781 Lecture: M EVE (5.30-8.30 PM) (E40-160)
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. Fall: K. Ligris, K. Johnson, K. Arnold, E. Green Spring: K. Ligris, K. Johnson, K. Arnold, E. Green No textbook information available 15.3781 Building an Entrepreneurial Venture: Advanced Tools and Techniques
()Not offered regularly; consult department Prereq: 15.3901 or permission of instructor Units: 3-1-8 Credit cannot also be received for 15.378
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. Staff 15.379J Mobility Ventures: Driving Innovation in Transportation Systems
()
(Same subject as 11.529[J]) (Subject meets with 11.029[J], 15.3791[J]) Prereq: None Units: 3-3-6 Lecture: MW11.30-1 (E25-117)
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. J. Zhao, J. Moavenzadeh No textbook information available 15.3791J Mobility Ventures: Driving Innovation in Transportation Systems
()
(Same subject as 11.029[J]) (Subject meets with 11.529[J], 15.379[J]) Prereq: None Units: 3-3-6 Lecture: MW11.30-1 (E25-117)
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. J. Zhao, J. Moavenzadeh, J. Larios Berlin No textbook information available 15.382 Managing Innovation in Financial Institutions
()
Prereq: None Units: 3-0-6 Lecture: MW10-11.30 (E62-250) +final
Provides a practical guide to managing financial service firms, such as mutual funds, sovereign funds, banks, insurance companies, and pension plans. Through case studies (e.g., on crypto-currency, mobile payments, insurtech, and ESG investing), focuses on innovative products and services to meet unmet needs and disrupt the financial sector. R. Pozen No textbook information available 15.383 Corporate Boards: Functions and Responsibilities
(); second half of term
Prereq: None Units: 3-0-3 Credit cannot also be received for 15.709
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. R. Pozen 15.385 Innovating for Impact
(); first half of term
Prereq: None Units: 3-0-3 Ends Oct 17. Lecture: MW2.30-4 (E51-151)
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. J. Jay No textbook information available 15.386 Leading in Ambiguity: Steering Through Strategic Inflection Points
(); second half of term
Prereq: None Units: 3-0-3  Subject Cancelled
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. Staff 15.387 Entrepreneurial Sales
(, )
Prereq: 15.390 or read the book Disciplined Entrepreneurship Units: 3-0-9 Lecture: MW4-5.30 (E51-325)
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. Fall: J. Baum, A. Blake, M. Faingezicht, E. Skala Spring: J. Baum, A. Blake, M. Faingezicht, E. Skala No textbook information available 15.388 Venture Creation Tactics
()
Prereq: None Units: 3-1-8 Lecture: T9-11.30 (E51-085)
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. P. Cheek Textbooks (Fall 2025) 15.389 Global Entrepreneurship Lab
(, )
Prereq: None Units: 3-1-8 Lecture: TR2.30-4 (E62-262) Recitation: R12 (E62-223)
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. Fall: M. Jester, S. Johnson IAP: M. Jester No textbook information available 15.390 Entrepreneurship 101: Systematic Approach to New Venture Creation
(, )
Prereq: None Units: 2-2-8 Credit cannot also be received for 15.3901 Lecture: MW2.30-4 (E62-233)
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. Fall: B. Aulet, N. Teng Spring: B. Aulet, N. Teng No textbook information available 15.3901 Entrepreneurship 101: Systematic Approach to New Venture Creation
(, )
Prereq: None Units: 2-2-8 Credit cannot also be received for 15.390 Lecture: MW2.30-4 (E62-233) Recitation: F1 (E40-160)
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. Fall: B. Aulet, N. Teng Spring: B. Aulet, N. Teng No textbook information available 15.392 Scaling Entrepreneurial Ventures
(); first half of term
Prereq: 10.807 or 15.390 Units: 3-0-3
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. J. Larios Berlin 15.393 The Nuts and Bolts of New Ventures
()
Prereq: None Units: 1-0-2 [P/D/F]
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. J. Hadzima 15.394 Entrepreneurial Founding and Teams
()
Prereq: None Units: 3-0-6 Credit cannot also be received for 15.3941 Lecture: TR1-2.30 (E52-164)
Explores key organizational and strategic decisions in founding and building a new venture. Through a series of cases, readings, and activities, students examine the trade-offs and consequences of early founder decisions: whom to include in the founding team, how to allocate equity among co-founders, how to determine founder roles, how to hire and motivate early-employees, and whether to involve external investors. Aims to equip students with tools and frameworks to help them understand the implications of early decisions, and to build enduring resources that enable the venture to execute even if the original plan changes substantially. Meets with 15.3941 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. E. Scott No textbook information available 15.3941 Entrepreneurial Founding and Teams
()
Prereq: None Units: 3-0-6 Credit cannot also be received for 15.394 Lecture: TR1-2.30 (E52-164)
Explores key organizational and strategic decisions in founding and building a new venture. Through a series of cases, readings, and activities, students examine the trade-offs and consequences of early founder decisions: whom to include in the founding team, how to allocate equity among co-founders, how to determine founder roles, how to hire and motivate early-employees, and whether to involve external investors. Aims to equip students with tools and frameworks to help them understand the implications of early decisions, and to build enduring resources that enable the venture to execute even if the original plan changes substantially. Meets with 15.394 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. E. Scott No textbook information available 15.396 Seminar in Entrepreneurship
()Not offered regularly; consult department Prereq: None Units arranged
Group study of current topics related to entrepreneurship. Staff 15.397 Seminar in Entrepreneurship
() Not offered regularly; consult department Prereq: None Units arranged
Group study of current topics related to high-tech entrepreneurship. Staff 15.398 Corporations at the Crossroads: Leading an Organization Through Change & Challenge
()
Prereq: None Units: 2-0-4
Focuses on the CEO and other analogous leadership roles such as co-founder, chairman of the board, etc. Provides a unique opportunity for students to interact with some of the world's leading organizational leaders who are invited to participate in each class. The guest speakers offer advice and answer questions related to issues in management, strategy, and leadership, and the fulfillment experienced via their role and responsibilities. S. Hockfield 15.399 Entrepreneurship Lab
(, )
Prereq: None Units: 2-9-1 Credit cannot also be received for 15.3991 Lecture: M EVE (5.30-8.30 PM) (E51-151)
Project-based subject, in which teams of students from MIT and surrounding colleges work with startups on problems of strategic importance to the venture. Provides an introduction to entrepreneurship, and the action learning component allows students to apply their academic knowledge to the problems faced by entrepreneurial firms. Popular sectors include software, hardware, robotics, clean technology, and life sciences. Meets with 15.3991 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Fall: K. Hickey, D. Patel, K. Boucher Spring: K. Hickey, D. Patel, K. Boucher No textbook information available 15.3991 Entrepreneurship Lab
()Not offered regularly; consult department Prereq: None Units: 2-9-1 Credit cannot also be received for 15.399
Project-based subject, in which teams of students from MIT and surrounding colleges work with startups on problems of strategic importance to the venture. Lectures provide an introduction to entrepreneurship, and the action learning component allows students to apply their academic knowledge to the problems faced by entrepreneurial firms. Popular sectors include software, hardware, robotics, clean technology, and life sciences. Meets with 15.399 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. T. Cotter, K. Boucher, D. Patel Finance15.401 Managerial Finance
(, )
Prereq: None Units: 4-0-5 Lecture: TR1-2.30 (E51-395) or TR2.30-4 (E51-395) or MW10-11.30 (E52-164) or MW1-2.30 (E52-164) or MW2.30-4 (E52-164) Recitation: F2 (E51-376) or F11 (VIRTUAL) or W EVE (5 PM) (E51-145) or W EVE (6 PM) (E51-145) or F1 (VIRTUAL) +final
Introduction to finance from the perspective of business people and finance professionals. Designed to build effective decision-making skills based on sound financial knowledge, focusing on areas such as day-to-day operational issues and management, launching a startup, or negotiating option bonuses. Provides a firm grounding in the modern financial analysis underlying any decision, through three core themes: determining the value of a project, deciding how to finance a project, and managing its risk. Students also hone their ability to negotiate skillfully and speak intelligently about finance. Meets with 15.417 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Some sections are restricted to graduate students only without the permission of the instructor. See syllabus url for further details. Fall: L. Schmidt, T. Tomunen Spring: T. Choukhmane, J. van Binsbergen Textbooks (Fall 2025) 15.402 Corporate Finance
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Prereq: 15.401 Units: 3-0-6 Credit cannot also be received for 15.418 Lecture: MW10-11.30 (E51-345) or MW1-2.30 (E51-335)
Introduction to corporate finance which focuses on financing a firm through turbulence, for innovation, and for growth. Primarily uses case studies to introduce financial analytical tools needed to make real-world value-enhancing business decisions across many industries: how to decide which projects to invest in, how to finance those investments, and how to manage the cash flows of the firm. Meets with 15.418 when offered concurrently. Fall: L.Weiss Spring: M. Farboodi, L. Weiss Textbooks (Fall 2025) 15.403 Introduction to the Practice of Finance
(, )
Prereq: None Units: 2-0-1 [P/D/F] Lecture: M4-5.30 (E62-276)
Explores various career paths within the finance industry, from private equity to public policy, FinTech to social impact, investment banking to investment management, corporate finance to venture capital. Students engage with industry professionals about the challenges they face and how their part of the industry is changing. They also network with peers to discover the challenges and rewards associated with various careers, and explore how coursework connects with industry practice. Priority given in the fall term to MBA students in the MIT Sloan Finance Certificate program. Fall: S. Mehos Spring: S. Mehos No textbook information available 15.410 Finance Ethics & Regulation
(); second half of term
Prereq: None Units: 2-0-1 [P/D/F] Begins Oct 27. Lecture: R EVE (6.30-8 PM) (E51-345)
Explores a range of ethical issues and challenges that arise in organizations and financial practice. Provides fundamental theories typically used to evaluate ethical dilemmas and references both real situations and hypothetical examples. Highlights the importance of ethical values and their impact on financial regulation for professional practice. Discusses the various factors that influence ethical behavior, such as family, religious values, personal standards and needs, senior leadership behavior, norms among colleagues, organizational expressed and implicit standards, and broader community values. Restricted to students in the Master of Finance Program. J. Cohen No textbook information available 15.414 Financial Management
()
Prereq: 15.511 Units: 3-0-6 Credit cannot also be received for 15.724 Lecture: TR10-11.30 (E51-149) or TR1-2.30 (E51-149)
Provides a rigorous introduction to corporate finance and capital markets, with an emphasis on applications vital to corporate managers. Exposes students to the major financial decisions made by leaders within a firm and to the ways the firm interacts with investors, with a focus on valuation. Topics include project and company valuation, measuring risk and return, stock pricing, corporate financing policy, the cost of capital, and risk management. Presents a broad overview of both theory and practice. Restricted to Sloan Fellow MBAs. E. Verner Textbooks (Fall 2025) 15.415 Foundations of Modern Finance
()
Prereq: None Units: 6-0-9
Core theory of capital markets and corporate finance. Topics include functions and operations of capital markets, analysis of consumption-investment decisions of investors, valuation theory, financial securities, risk analysis, portfolio theory, pricing models of risky assets, theory of efficient markets, as well as investment, financing and risk management decisions of firms. Provides a theoretical foundation of finance and its applications. Restricted to students in the Master of Finance Program. L. Kogan, L. Weiss No textbook information available 15.417 Laboratory in Investments
()
Prereq: None Units: 3-3-9 Lecture: TR1-2.30 (E51-395) or TR2.30-4 (E51-395) Lab: F1-4 (E62-221) Recitation: F2 (E51-376) or F11 (VIRTUAL) +final
Introduction to finance with a lab component that puts theory into practice. Designed to build effective decision-making skills for business and to develop hands-on analytical techniques that are used by investment managers and traders. Lectures provide a firm grounding in financial analysis--determining the value of a decision, deciding how to finance a project, and assessing its risk. Lab sessions introduce students to modern tools and methods used in financial markets. Through team projects, students develop and test asset-pricing models, forecasting methods, and investment strategies using real-world market data. Provides instruction in writing and speaking from a financial perspective. Meets with 15.401 when offered concurrently. P. Mende No textbook information available 15.418 Laboratory in Corporate Finance
(, )
Prereq: None. Coreq: 15.501 Units: 4-2-9 Credit cannot also be received for 15.402 Lecture: MW10-11.30 (E51-345) or MW1-2.30 (E51-335) Lab: F2.30-4 (E52-164)
Introduction to corporate finance. Classroom portion primarily uses case studies to introduce financial analytical tools needed to make real-world value-enhancing business decisions across many industries: how to decide which projects to invest in, how to finance those investments, and how to manage the cash flows of the firm. Laboratory sessions are organized around team valuation projects, such as valuation of an oil field and analysis of a potential merger between two public firms proposed by student teams. Projects require extensive use of financial databases. Laboratory sessions also provide instruction on writing and speaking on financial topics. Meets with 15.402 when offered concurrently. Fall: L. Weiss Spring: K. Siani Textbooks (Fall 2025) 15.425 Corporate Finance
()
Prereq: 15.415 Units: 3-0-6 Lecture: MW8.30-10 (E62-276) or MW10-11.30 (E62-276) +final
Foundational, applied course providing instruction in the tools and techniques of corporate financial management from the perspective of the CFO. Case studies present the financial tools needed to make value-enhancing business decisions: how to decide which projects to invest in, how to finance those investments, and how to manage the cash flows of the firm. Topics include capital budgeting, investment decisions and valuation; working capital management, security issues; dividend policy; optimal capital structure; and real options analysis. Restricted to students in the Master of Finance Program. D. Thesmar No textbook information available 15.426J Real Estate Finance and Investment
()
(Same subject as 11.431[J]) Prereq: Permission of instructor Units: 4-0-8 Lecture: MW1-2.30 (9-354) Recitation: M EVE (4-6 PM) (9-354)
Concepts and techniques for analyzing financial decisions in commercial property development and investment. Topics include property income streams, discounted cash flow, equity valuation, leverage and income tax considerations, development projects, and joint ventures. An introduction to real estate capital markets as a source of financing is also provided. Limited to graduate students. W. Torous Textbooks (Fall 2025) 15.429J Securitization of Mortgages and Other Assets
(); second half of termNot offered regularly; consult department (Same subject as 11.353[J]) Prereq: 11.431, 15.401, or permission of instructor Units: 3-0-3
Investigates the economics and finance of securitization. Considers the basic mechanics of structuring deals for various asset-backed securities. Investigates the pricing of pooled assets, using Monte Carlo and other option pricing techniques, as well as various trading strategies used in these markets. Limited to 55. W. Torous 15.431 Entrepreneurial Finance and Venture Capital
()
Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4311 Lecture: TR1-2.30 (E51-315) or TR2.30-4 (E51-315) +final
Examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. Addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of a company; and how funding, employment contracts and exit decisions should be structured. Aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In-depth analysis of the structure of the private equity industry. Meets with 15.4311 when offered concurrently. Expectations and evaluation criteria for graduate students will differ from those of undergraduates; consult syllabus or instructor for specific details. M. Rhodes-Kropf No textbook information available 15.4311 Entrepreneurial Finance and Venture Capital
()
Prereq: 15.417 Units: 3-0-6 Credit cannot also be received for 15.431 Lecture: TR1-2.30 (E51-315) or TR2.30-4 (E51-315) +final
Examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. Addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of a company; and how funding, employment contracts and exit decisions should be structured. Aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In-depth analysis of the structure of the private equity industry. Meets with 15.431 when offered concurrently. Expectations and evaluation criteria for graduate students will differ from those of undergraduates; consult syllabus or instructor for specific details. M. Rhodes-Kropf No textbook information available 15.433 Financial Markets
()
(Subject meets with 15.4331) Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Lecture: TR10-11.30 (E62-233) or TR1-2.30 (E62-233) +final
Provides students with a solid understanding of key financial markets and the empirical skills and tools used to support decision making. Employs an in-depth, empirically-driven exploration of markets, including equity, fixed income, and derivatives. Students apply real-world financial data to test and understand financial models, focusing on key risk factors and risk management concerns in these markets, along with the quantitative tools used to analyze risk. Discusses major institutions and players involved in each market, the evolution of the markets, and issues such as liquidity. Meets with 15.4331 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. H. Ru No textbook information available 15.4331 Financial Markets
()
(Subject meets with 15.433) Prereq: 15.417 Units: 3-0-6 Lecture: TR10-11.30 (E62-233) or TR1-2.30 (E62-233) +final
Provides students with a solid understanding of key financial markets and the empirical skills and tools used to support decision making. Employs an in-depth, empirically-driven exploration of markets, including equity, fixed income, and derivatives. Students apply real-world financial data to test and understand financial models, focusing on key risk factors and risk management concerns in these markets, along with the quantitative tools used to analyze risk. Discusses major institutions and players involved in each market, the evolution of the markets, and issues such as liquidity. Meets with 15.433 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Preference to Course 15 students. H. Zhu No textbook information available 15.434 Advanced Corporate Finance
()
Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4341 Lecture: MW8.30-10 (E51-145) or MW10-11.30 (E51-145)
Exposes students to advanced application of tools and techniques of corporate financial management. Covers complex valuations, modelling of capital structure decisions, financial restructuring, analysis and modelling of merger transactions, and real options. Additional topics include security design, choice of financial instruments, pricing of convertible bonds and convertible preferred stocks. Also covers project finance and other hybrid financing facilities. N. Gregory No textbook information available 15.4341 Advanced Corporate Finance
()
Prereq: 15.418 Units: 3-0-6 Credit cannot also be received for 15.434 Lecture: MW8.30-10 (E51-145) or MW10-11.30 (E51-145)
Exposes students to advanced application of tools and techniques of corporate financial management. Covers complex valuations, modelling of capital structure decisions, financial restructuring, analysis and modelling of merger transactions, and real options. Additional topics include security design, choice of financial instruments, pricing of convertible bonds and convertible preferred stocks. Also covers project finance and other hybrid financing facilities. N. Gregory No textbook information available 15.436 Corporate Financial Strategy
()
Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6
Case-based subject that bridges theory and practice in corporate finance, exploring the connection between finance and strategy. Covers a range of transactions and financial engineering steps used by companies to pursue their strategic goals, such as carve-outs, spin-offs, and related tools to break up and refocus business assets; special purpose vehicles to raise non-traditional capital and reconfigure corporate assets and operations; diversification as a financial strategy; control setups such as dual class shares; recapitalizations and strategic use of debt leverage; steps to address financial distress and bankruptcy; and more. Students work in study teams to complete homework assignments and prepare for class discussion. Includes project and team case competition. Staff 15.437 Options and Futures Markets
()
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4371
Students develop the economic intuition and technical skills necessary to understand how to hedge and price derivatives, and how to use them for investment and risk management purposes. Topics include determinants of forward and futures prices, hedging and synthetic asset creation with futures, uses of options in investment strategies, relation between puts and calls, option valuation using binomial trees and Monte Carlo simulation, advanced hedging techniques, exotic options, and applications to corporate securities and other financial instruments. Meets with 15.4371 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. H. Zhu 15.4371 Options and Futures Markets
()
Prereq: 15.417 Units: 3-0-6 Credit cannot also be received for 15.437
Students develop the economic intuition and technical skills necessary to understand how to hedge and price derivatives, and how to use them for investment and risk management purposes. Topics include determinants of forward and futures prices, hedging and synthetic asset creation with futures, uses of options in investment strategies, relation between puts and calls, option valuation using binomial trees and Monte Carlo simulation, advanced hedging techniques, exotic options, and applications to corporate securities and other financial instruments. Meets with 15.437 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. H. Zhu 15.438 Fixed Income Securities and Derivatives
()
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4381
Develops an overall familiarity with fixed income markets and instruments, and a sophisticated understanding of tools used for valuation, and for quantifying, hedging, and speculating on risk. Topics include duration; convexity; modern approaches to modeling the yield curve; interest rate forwards, futures, swaps and options; credit risk and credit derivatives; mortgages; securitization; with applications to recent market and financial policy developments. Meets with 15.4381 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. H. Zhu 15.4381 Fixed Income Securities and Derivatives
()
Prereq: 15.417 Units: 3-0-6 Credit cannot also be received for 15.438
Develops an overall familiarity with fixed income markets and instruments, and a sophisticated understanding of tools used for valuation, and for quantifying, hedging, and speculating on risk. Topics include duration; convexity; modern approaches to modeling the yield curve; interest rate forwards, futures, swaps and options; credit risk and credit derivatives; mortgages; securitization; with applications to recent market and financial policy developments. Meets with 15.438 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. H. Zhu 15.439 Quantitative Investment Management
()
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6
Focuses on implementing successful investment strategies - blending academic finance with the practice of investment management employed by the world's most sophisticated (quantitative) investors. Covers the dynamics of behavioral finance and their effects on markets; investment strategies in current use, and how to build and test your own quantitative strategies; portfolio construction and trading, considering transaction costs, risk management, and efficient trade execution; and current trends and regulatory changes. Includes guest lecturers. Requires an understanding of basic statistical and financial concepts. M. Rothman 15.445 Mergers, Acquisitions, and Private Equity
()
Prereq: 15.401, 15.414, 15.415, or (Coreq: 15.402 and 15.724) Units: 3-0-6 Credit cannot also be received for 15.4451
Prepares students to analyze and optimize public and private transactions. The first half covers public mergers & acquisitions (M&A), including dynamic merger modeling, deal structuring (cash, stock, hybrid), value distribution, accretion/dilution, risk management (collars, contingent value rights), and hostile takeovers. The second half focuses on private equity-led deals, including advanced leveraged buyout modeling, add-ons, dividend recaps, earnouts, and fund-level economics (American vs. European waterfalls). Meets with 15.4451 when offered concurrently. Expectations and evaluation criteria for graduate students differ from those of undergraduates; consult syllabus or instructor for specific details. N. Gregory 15.4451 Mergers, Acquisitions, and Private Equity
()
Prereq: 15.417; Coreq: 15.418 Units: 3-0-6 Credit cannot also be received for 15.445
Prepares students to analyze and optimize public and private transactions. The first half covers public mergers & acquisitions (M&A), including dynamic merger modeling, deal structuring (cash, stock, hybrid), value distribution, accretion/dilution, risk management (collars, contingent value rights), and hostile takeovers. The second half focuses on private equity-led deals, including advanced leveraged buyout modeling, add-ons, dividend recaps, earnouts, and fund-level economics (American vs. European waterfalls). Meets with 15.445 when offered concurrently. Expectations and evaluation criteria for graduate students differ from those of undergraduates; consult syllabus or instructor for specific details. N. Gregory 15.446 Public versus Private Capital Markets
()
Prereq: 15.401, 15.402, or permission of instructor Units: 3-0-6
Reviews the merits and trade-offs of public versus private capital markets, which have witnessed tremendous growth over the last decade, from a corporate governance standpoint. Specific phenomena affecting public companies, such as shareholder activism and passive investing, are also considered. Uses corporate case studies for extensive analysis and discussion. P. Novelli 15.447 International Capital Markets
(); first half of term
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-3 Ends Oct 17. Lecture: TR1-2.30 (E51-345)
Provides a strategic framework for understanding the determinants of stock market and bond market prices and returns, providing the tools to make better investment and operational decisions as future leaders in finance. Focuses on how economic forces, international institutions, and government policies determine the evolution of interest rates, exchange rates, and the returns on stock markets and sovereign debt. The perspective is one of financial market equilibrium, and the focus is both national and international. Provides a gateway to subjects in macroeconomics, financial policy, and regulation. Designed for first- or second-year students in the Master of Finance Program and presumes this level of knowledge and comfort with mathematical tools. J. Parker No textbook information available 15.448-15.449 Seminar in Finance
() Not offered regularly; consult department Prereq: None Units arranged
Group study of current topics related to finance. Staff 15.450 Analytics of Finance
()
Prereq: 15.401, 15.414, or 15.415 Units: 5-0-7 Credit cannot also be received for 15.457 Lecture: TR10-11.30 (E52-164) Recitation: F1 (E51-145) +final
Introduces a set of modern analytical tools that specifically target finance applications. Topics include statistical inference, financial time series, event study analysis, and basic machine learning techniques for forecasting. Focuses on how to apply these tools for financial and macro forecasting, quantitative trading, risk management, and fintech innovations such as Kensho's "financial answer machine'' and big-data lending platforms. 15.457 is a more advanced version of 15.450. Students with solid background in statistics and proficiency in programming are encouraged to register for 15.457. H. Chen No required or recommended textbooks 15.451 Proseminar in Capital Markets/Investment Management
()
Prereq: 15.401, 15.414, or 15.415 Units: 2-0-4 Lecture: R EVE (4-6 PM) (E52-164)
Provides a unique opportunity to tackle original research problems in capital market analysis and investment management that have been posed by leading experts from the financial community. Students are assigned to teams, and each team is assigned one such problem. Teams present their solutions at a seminar which is attended by representatives of the sponsoring organization and open to the entire MIT community. Not open to students from other institutions. M. Kritzman No textbook information available 15.452 Proseminar in Corporate Finance/Investment Banking/Private Equity
()
Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6
This action learning course provides an opportunity to bring theory into practice by working on projects sponsored by leaders in corporate finance, investment banking, and private equity. Students work in teams to analyze and problem-solve, culminating in reports which teams present to sponsors for evaluation and feedback. Develops and hones skills required to distill the complexity of a real-world finance problems and to provide an insightful solution that is sensitive to the full context. Recent project sponsors include leading investment banks (Goldman Sachs, JP Morgan), private equity firms (Apollo, KKR, Carlyle), and consulting firms (McKinsey, Bain PE group). Not open to students from other institutions. Enrollment by application only. E. Matveyev 15.453 Finance Lab
(, ); first half of term
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6
Bridges theory and practice, providing students with an immersive research and analysis experience during IAP followed by a classroom segment in the first half of spring term. Students work with leading industry practitioners and a diverse cross-section of students on collaborative teams, focusing on topical, real-world finance research questions posed by the practitioners. Teams then deliver a nuanced analysis and report findings, gaining insight and coaching from the experts. Practitioners represent a range of financial institutions, including investment management, hedge funds, private equity, venture capital, risk, and consulting. Examples of project topics include equity and fixed income research, trading, risk analysis, venture capital valuation, private equity due diligence, and fundamental industry analysis. Application required; restricted to MIT students. IAP: G. Rao Spring: G. Rao 15.454 Financial Mathematics
()
Prereq: None Units: 3-0-6
Covers fundamental mathematics essential for the study of modern finance: linear algebra, probability, statistics, optimization, stochastic processes, econometrics, and basic programming in Python. Restricted to students in the Master of Finance Program. H. Ru 15.455 Advanced Mathematical Methods for Financial Engineering
()
Prereq: None Units: 3-0-6
Covers advanced mathematical topics essential for financial engineering and quantitative finance: linear algebra, optimization, probability, stochastic processes, statistics, and basic programming in R. Covers topics at a more advanced level and at a faster pace than 15.454. Restricted to students in the Master of Finance Program. H. Ru 15.456 Financial Engineering
()
Prereq: 15.401, 15.414, or 15.415 Units: 4-0-5 Lecture: MW2.30-4 (E62-276) Recitation: F11 (E51-145)
Exposes students to the cutting edge of financial engineering. Includes a deep immersion into 'how things work,' where students develop and test sophisticated computational models and solve highly complex financial problems. Covers stochastic modeling, dynamic optimization, stochastic calculus and Monte Carlo simulation through topics such as dynamic asset pricing and investment management, market equilibrium and portfolio choice with frictions and constraints, and risk management. Assumes solid undergraduate-level background in calculus, probability, statistics, and programming and includes a substantial coding component. Classroom examples presented using Python and R. P. Mende No textbook information available 15.457 Advanced Analytics of Finance
()
Prereq: 15.401, 15.414, or 15.415 Units: 5-0-7 Credit cannot also be received for 15.450 Lecture: TR2.30-4 (E51-345) Recitation: F3 (E51-145) +final
Introduces a set of modern analytical tools that specifically target finance applications. Topics include statistical inference, financial time series, event study analysis, and machine learning techniques. Focuses on how to apply these tools for financial and macro forecasting, quantitative trading, risk management, and fintech innovations such as big-data lending and robo-advisors. 15.457 is a more advanced version of 15.450. Students with a solid background in statistics and proficiency in programming are encouraged to register for 15.457. H. Chen No required or recommended textbooks 15.458 Financial Data Science and Computing
()
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6
Covers methods of managing data and extracting insights from real-world financial sources. Topics include machine learning, natural language processing, predictive analytics, regression methods, and time series analysis. Applications include algorithmic trading, portfolio risk management, high-frequency market microstructure, and option pricing. Studies major sources of financial data, raw data cleaning, data visualization, and data architecture. Provides instruction in tools used in the financial industry to process massive data sets, including SQL, relational and multidimensional databases. Emphasizes computer implementations throughout. P. Mende 15.465 Alphanomics: A New Approach to Security Analysis
()
Prereq: 15.401 Units: 3-0-6
Focuses on investment decisions in the presence of noisy market prices. Exposes students to market mispricing (i.e., deviations between prices and fundamental value) as an equilibrium feature of modern capital markets. Explains the practice of active investing, the relation between information flows and market pricing dynamics, and the roles of retail investors. Provides students with practical takeaways for investing, guided by leading research on cognitive constraints and behavioral biases, institutional frictions, quantitative stock selection, fundamental analysis, and the role of financial analysts. E. So 15.466 Functional and Strategic Finance
()
Prereq: 15.433 or 15.437 Units: 3-0-6
Applies finance science and financial engineering tools and theory to the design and management of global financial institutions, markets, and the financial system to better understand the dynamics of institutional change and financial product/service design. Focuses on foundational analytical tools students will rely upon throughout their careers - derivative pricing and risk measurement; portfolio analysis and risk accounting; and performance measurement to analyze and implement concepts and new product ideas. Examines the needs of government as user, producer and overseer of the financial system, and how tools are applied to measure and manage risks in financial and other economic crises (e.g. 1973-1975 vs. 2007-2009 vs. 2020-2022). Preference to MBA and MFin students. Staff 15.467 Asset Management, Lifecycle Investing, and Retirement Finance
()
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6
Applies finance science and financial engineering tools and theory to asset management, lifecycle investing, and retirement finance. Focuses on foundational analytical tools students will rely upon throughout their careers - derivative pricing and risk measurement, portfolio analysis and risk accounting, and performance measurement to analyze and implement concepts and new product ideas. Students should be comfortable with portfolio-selection theory, CAPM, option pricing, futures, swaps, and other derivative securities. 15.433 is a strongly recommended co-requisite. Preference to MBA and MFin students. Staff 15.470J Asset Pricing
()
(Same subject as 14.416[J]) Prereq: None Units: 4-0-8 Lecture: MW4-5.30 (E62-650) Recitation: F11 (E62-350) +final
Provides a foundation in the neoclassical theory of finance that underlies more advanced study. Covers arbitrage asset pricing, optimal consumption-portfolio choices, neo-classic theory of corporate finance, static equilibrium models of asset pricing, asymmetric information, and dynamic modeling. Prepares students for further study of asset pricing theories, corporate finance and econometric work in finance. Primarily for doctoral students in finance, economics, and accounting. L. Schmidt, J. Parker No textbook information available 15.471J Doctoral Corporate Finance
()
(Same subject as 14.441[J]) Prereq: None Units: 3-0-9
Provides an introduction to the basic theoretical and empirical contributions in corporate finance. Covers capital structure, corporate governance and agency problems, the market for corporate control, investments and financing frictions, banking and financial intermediation, and other selected topics. Exposes students to the key methodological tools in modern corporate finance. Primarily for doctoral students in finance, economics, and accounting. M. Farboodi, A. Schoar, N. Malenko, A. Malenko 15.472J Advanced Asset Pricing
()
(Same subject as 14.442[J]) Prereq: None Units: 3-0-9 Lecture: MW9-10.30 (E62-687) Recitation: M EVE (6-7.30 PM) (E51-376)
Focuses on solving, estimating, and empirically evaluating theoretical models of asset prices and financial markets, as well as their microeconomic foundations and macroeconomic implications. Discusses theory and econometric methods, the state of the literature, and recent developments and empirical evidence. Covers topics such as cross-sectional and time-series models, consumption-based and intermediary-based models, financial institutions, household finance, housing, behavioral finance, financial crises, and continuous-time tools and applications. Students complete a short term paper and a presentation. Primarily for doctoral students in finance, economics, and accounting. L. Kogan No textbook information available 15.473J Advanced Corporate Finance
()
(Same subject as 14.440[J]) Prereq: None Units: 3-0-9
Builds on 15.471 and considers further topics that are at the frontier of corporate finance research. Topics covered include: aggregate effects of financing frictions, financial intermediation, financial crises, financial distress and bankruptcy, household finance, structural estimation of corporate finance models, entrepreneurial finance, venture capital and private equity, and other selected topics. Primarily for doctoral students in finance, economics, and accounting. T. Choukhmane, C. Palmer, A. Schoar, D. Thesmar, E. Verner 15.474J Current Topics in Finance
()
(Same subject as 14.448[J]) Prereq: None Units: 3-0-9 [P/D/F]
Faculty present their current research in a wide variety of topics in finance. Provides a rapid overview of the literature, an in-depth presentation of selected contributions, and a list of potential research ideas for each topic. Faculty rotate every year to cover new topics. Primarily for doctoral students in accounting, economics, and finance. Consult: Kathryn Scott 15.475J Current Research in Financial Economics
(, , , )
(Same subject as 14.449[J]) Prereq: Permission of instructor Units: 3-0-3 [P/D/F] Lecture: T12 (E62-687)
Advanced seminar intended for PhD students interested in finance. Topics and papers vary by term, following the latest research in academia and in correlation with the weekly finance faculty research seminar. Each week, students will critically review the contributions, method of analysis, and presentation of evidence of existing research; one session is devoted to preparing for the finance seminar, while the other session discusses further work on the same topic. Restricted to doctoral students. Fall: Consult: J. Alton IAP: D. Thesmar Spring: Consult: J. Alton No textbook information available 15.480J Science and Business of Biotechnology
()
(Same subject as 7.546[J], 20.586[J]) Prereq: None. Coreq: 15.401; permission of instructor Units: 3-0-6
Covers the new types of drugs and other therapeutics in current practice and under development, the financing and business structures of early-stage biotechnology companies, and the evaluation of their risk/reward profiles. Includes a series of live case studies with industry leaders of both established and emerging biotechnology companies as guest speakers, focusing on the underlying science and engineering as well as core financing and business issues. Students must possess a basic background in cellular and molecular biology. J. Chen, A. Koehler, A. Lo, H. Lodish 15.481J Financial Market Dynamics and Human Behavior
()
(Same subject as 6.9350[J]) Prereq: 15.401, 15.414, or 15.415 Units: 4-0-5
Drawing on the latest research in psychology, evolutionary biology, neuroscience, and artificial intelligence, as well as in behavioral and mainstream financial economics, provides new perspectives and insights into the role that human behavior plays in the business environment and the dynamics of financial markets and institutions. Incorporates practical applications from several industries including finance, insurance, biotechnology, pharmaceuticals, and government policy. Students apply ideas from this perspective to formulate original hypotheses regarding new career opportunities and disruptive technologies in their industry of choice. Enrollment may be limited; preference to Sloan graduate students. Staff 15.482 Healthcare Finance
()
Prereq: 15.401, 15.414, 15.415, or permission of instructor Units: 3-0-6
Covers the role of finance in the biotech and pharmaceutical industries; specifically, the application of novel financing methods and business structures to facilitate drug discovery, clinical development, and greater patient access to high-cost therapies. Topics include basic financial analysis for the life-sciences professional; risks and returns in the biopharma industries; the mechanics of biotech startup financing; capital budgeting for biopharma companies; and applications of financial engineering in modern healthcare investment strategies and institutions. Develops a systemic framework for addressing the biggest challenges in the biomedical ecosystem. Enrollment may be limited; preference to Sloan graduate students. A. Lo 15.483 Consumer Finance and FinTech
()
Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Lecture: MW2.30-4 (E51-315)
Explores consumer financial markets and the ways in which financial innovation and new technologies disrupt the financial services industry, leading to material change in business models, product design, and competition. Provides a solid understanding of rational and behavioral aspects of consumer decision-making and how the players, products, funding markets, regulatory frameworks, and fundamentals all interact to shape ever-changing consumer financial markets, focusing on consumer debt, insurance, investment products, payments, and advising markets. Covers past and current innovations and technologies, including peer-to-peer lending, big-data based credit, cryptocurrencies, blockchain technology, securitization, and robo-advisors. A combination of case studies, guest speakers, and group discussion provides real-world insight and interactivity. J. Parker No textbook information available 15.492 Blockchain, Crypto Finance, & Money
(); second half of term
Prereq: None Units: 3-0-3
Explores blockchain technology, cryptocurrencies, and stablecoins. The class begins with the basics and economics of crypto assets' underlying blockchain technology and then turns to the trading and markets for cryptocurrencies, stablecoins, and other tokens. Students will gain an understanding and comparison to traditional finance of the market structure, participants, and dynamics of this technology and volatile asset class. G. Gensler 15.493 Practice of Finance: Perspectives on Investment Management
(); second half of termNot offered regularly; consult department Prereq: 15.402, 15.414, or 15.415 Units: 3-0-3 [P/D/F]
Provides an overview of the investment management industry and an introduction to business fundamentals and valuation. Students read company analyst reports, write papers analyzing various companies, and complete an in-depth company analysis as a final paper. Includes presentations by outside speakers in the investment management industry. Class attendance is mandatory. Staff 15.497 FinTech Ventures
()
Prereq: 15.401, 15.414, 15.415, or permission of instructor Units: 3-0-6 Lecture: T EVE (5.30-8 PM) (E62-223)
Provides a unique opportunity to work through the nuts and bolts of developing a FinTech startup. Students present ideas, ranging from well-thought-out concepts to emerging ones. Students coalesce around the top ideas to form teams. Each week, a new speaker (entrepreneur, legal expert, venture capitalist) addresses relevant topics, while students present progress reports and receive advice and feedback as they develop their plan for the "Demo Day." Teams then deliver a final pitch in front of a group of investors. A financial background is not required; alternative (legal, financial, technical, operations, etc.) backgrounds are encouraged to apply, individually or as part of a team. Enrollment by application only. M. Rhodes-Kropf No textbook information available 15.499 Practice of Finance: Climate and Social Impact Investing
(); first half of term
Prereq: 15.401, 15.414, 15.415, or permission of instructor Units: 3-0-3
Deep dive into impact investing — an approach intentionally seeking to create financial return and positive impact (climate and/or social) that is actively measured. Imparts a solid analytical framework for evaluating the spectrum of social impact investments, including mission related investing. Students gain experience in structuring different types of investments, and critically compare and contrast these investments with traditional mainstream investments, with a view to understanding structural constraints. Designed for students interested in the intersection of finance and social impact. Provides career guidance and networking opportunities. G. Rao Accounting15.501 Corporate Financial Accounting
(, )
Prereq: None Units: 3-0-9 Credit cannot also be received for 15.516 Lecture: TR10-11.30 (E51-395) or TR11.30-1 (E51-395)
Preparation and analysis of financial statements. Focuses on why financial statements take the form they do, and how they can be used in evaluating corporate performance and solvency and in valuation of corporate securities. Introduces concepts from finance and economics (e.g., cash flow discounting and valuation) and explains their relation to, and use in, accounting. Students taking the graduate version complete additional assignments. Fall: Vetter, F. Spring: S. Noh No textbook information available 15.511 Financial Accounting
()
Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.515, 15.720
Introduces concepts of corporate financial accounting and reporting of information widely used in making investment decisions, corporate and managerial performance assessment, and valuation of firms. Students perform economics-based analysis of accounting information from the viewpoint of the user (especially senior managers) rather than the preparer (the accountant). Restricted to Sloan Fellow MBAs. S. Kothari No textbook information available 15.515 Financial Accounting
()
Prereq: Permission of instructor Units: 4-0-5 Credit cannot also be received for 15.511, 15.720 Lecture: TR8.30-10 (E62-276, E51-335, E62-223) or TR10-11.30 (E62-276, E51-335, E62-223) Recitation: F10 (MEETS 9/26 TO 12/5) (VIRTUAL) or F11 (MEETS 9/26 TO 12/5) (VIRTUAL) +final
An intensive introduction to the interpretation of financial information. Adopts a decision-maker perspective of accounting by emphasizing the relation between accounting data and the underlying economic events generating them. Class sessions are a mixture of lecture and case discussion. Assignments include textbook problems, analysis of financial statements, and cases. Restricted to first-year Sloan master's students. J. Weber Textbooks (Fall 2025) 15.516 Corporate Financial Accounting
(, , )
Prereq: Permission of instructor Units: 3-0-9 Credit cannot also be received for 15.501 Lecture: TR10-11.30 (E51-395) or TR11.30-1 (E51-395)
See description under subject 15.501. If subject is oversubscribed, priority is given to Course 15 students. Fall: F. Vetter Spring: B. Yost Summer: A. Sutherland Textbooks (Summer 2025); No textbook information available (Fall 2025) 15.518 Taxes and Business Strategy
()
Prereq: 15.501, 15.511, 15.515, or 15.516 Units: 3-0-6 Credit cannot also be received for 15.5181
Provides conceptual framework for thinking about taxation and decision-making. Topics include taxation of various investments and types of compensation; retirement planning; considerations for choosing organizational form when starting a business; methods of merging, acquiring, divesting business entities; international tax planning strategies; and high wealth planning and estate tax. Applies current debates on tax policy options and recent tax law changes to class discussions. Intended to show how taxes affect individual investment as well as business decisions. Meets with 15.5181 when offered concurrently. Expectations and evaluation criteria for graduate students will differ from those of undergraduates; consult syllabus or instructor for specific details. E. Maydew 15.5181 Taxes and Business Strategy
()
Prereq: 15.501 Units: 3-0-6 Credit cannot also be received for 15.518
Provides conceptual framework for thinking about taxation and decision-making. Topics include taxation of various investments and types of compensation; retirement planning; considerations for choosing organizational form when starting a business; methods of merging, acquiring, divesting business entities; international tax planning strategies; and high wealth planning and estate tax. Applies current debates on tax policy options and recent tax law changes to class discussions. Intended to show how taxes affect individual investment as well as business decisions. Meets with 15.518 when offered concurrently. Expectations and evaluation criteria for graduate students will differ from those of undergraduates; consult syllabus or instructor for specific details. E. Maydew 15.521 Accounting Information for Decision Makers
(, ); second half of term
Prereq: None Units: 3-0-3 Begins Oct 27. Lecture: MW10-11.30 (E51-376) or MW1-2.30 (E51-145)
Focuses on how organizations use granular-level information from their accounting systems on a day-to-day basis for two purposes -- making decisions and evaluating those decisions after the fact. The primary audience is students who intend to work as managers or management consultants. Featuring real-world situations from diverse operating environments, course content emphasizes practical skills that can be applied across various functional areas within organizations. Fall: C. Noe Spring: C. Noe No required or recommended textbooks 15.535 Business Analysis Using Financial Statements
(, )
Prereq: 15.501, 15.511, 15.515, or 15.516; Coreq: 15.401, 15.414, 15.415, or 15.417 Units: 3-0-6 Lecture: MW1-2.30 (E51-395) or MW2.30-4 (E51-395)
Focuses on the strategic, financial, and accounting analysis of a company by means of historical financial statement data. Also studies financial statement forecasting along with a specific application of forecasting - valuation. Concepts are applied to a number of decision-making contexts, including securities analysis, credit analysis, merger analysis, and company performance assessment. Fall: B. Dharan Spring: B. Dharan Textbooks (Fall 2025) 15.539 Doctoral Seminar in Accounting
(, )
Prereq: 15.515 Units arranged Lecture: T1.30-4.30 (E62-687)
Designed primarily for doctoral students in accounting and related fields. The reading list consists of accounting research papers. Objective is to introduce research topics, methodologies, and developments in accounting, and train students to do independent research. Fall: J. Core Spring: S. Kothari, M. Hanlon No textbook information available 15.540 Theory Studies in Accounting Research
(, )
Prereq: None Units: 3-0-3 Lecture: W12 (E62-687)
Exposes PhD students to theoretical foundations of cutting-edge research in accounting. Rotating modules cover topics on disclosure, contracting, compensation, asset pricing, and investments. Fall: N. Shroff Spring: R. Verdi, A. Sutherland No required or recommended textbooks Information Technologies15.561 Digital Revolution: From Foundations to Future Trends
()
Prereq: None Units: 3-0-6 Lecture: TR1-2.30 (E62-250)
Emphasizes programming in scripting languages (e.g., Python) within the context of emerging trends that underlie current and future uses of digital technologies in business. Provides a solid grasp of programming basics and the foundations of computing. Other topics include web technologies, database systems, digital experimentation (A/B testing), crowdsourcing, digital marketplaces, distributed ledger technologies, and AI. A. Almaatouq No required or recommended textbooks 15.562 Web3 and Strategy: Blockchain, Metaverse, and NFT Essentials
()
Prereq: None Units: 3-0-3
Covers how Web3 and the Metaverse impact business strategy, organizations, entrepreneurship, and investing. Lectures and guest speakers discuss blockchain, crypto-assets, decentralized currency design, NFTs, decentralized finance (DeFi) and organizations (DAOs), smart contracts, and the impacts of these technologies on the digital economy and beyond. Staff 15.563J Artificial Intelligence for Business
()
(Same subject as 6.4150[J]) Prereq: None Units: 3-0-6 URL: https://mraghavan.github.io/files/2024-spring-syllabus.pdf
Explores how to design and evaluate products and policy based on artificial intelligence. Provides a functional (as opposed to mechanistic) understanding of the emerging technologies underlying AI. Presents AI's opportunities and risks and how to create conditions under which its deployment can succeed. No technical background required. M. Raghavan 15.567 The Economics of Information: Strategy, Structure and Pricing
(); second half of term
Prereq: Permission of instructor Units: 3-0-3
Analysis of the underlying economics of information with business implications. Studies effects of digitization and technology on business strategy and organizational structure. Examines pricing, bundling, and versioning of digital goods, including music, video, software, and communication services. Considers the economic and managerial implications of data-driven decision-making, search, platform competition, targeted advertising, personalization, privacy, network externalities, and artificial intelligence. Readings on fundamental economic principles provide context for industry speakers and case discussions. A. Acquisti 15.568 The Art of Leading: Experiencing Leadership in Practice
(); second half of term
Prereq: None Units: 3-0-3
Integrates the MIT Sloan 4-Capabilities Leadership model with arts processes to translate leadership capabilities into practice. Through discussions, guest speakers, and reflective exercises, focuses on individual and team practices that develop and sustain effective leadership. Structured around the capabilities of visioning, relating, sensemaking, and inventing as these are expressed in creative processes that facilitate novel perspectives, generate collaborative connections, and enable adaptive innovation. W. Orlikowski 15.570 Digital Marketing and Social Media Analytics
()
Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-3
Provides a detailed, applied perspective on the theory and practice of digital marketing and social media analytics in the age of big data. Covers concepts such as the difference between earned and paid media, predictive modeling for ad targeting and customer relationship management, measuring and managing product virality, viral product design, native advertising, and engaging the multichannel experience. Stresses the theory and practice of randomized experimentation, AB testing and the importance of causal inference for marketing strategy. Combines lectures, case studies, and guest speakers with relevant industry experience that speak directly to the topics at hand. Staff 15.572 Analytics Lab: Action Learning Seminar on Analytics, Machine Learning, and the Digital Economy
()
Prereq: Permission of instructor Units: 2-0-7 Lecture: R4-5.30 (E62-276) Recitation: R EVE (5.30-7 PM) (E62-276)
Student teams design and deliver a project based on the use of analytics, machine learning, large data sets, or other digital innovations to create or transform a business or other organization. Teams may be paired up with an organization or propose their own ideas and sites for the project. Culminates with presentation of results to an audience that includes IT experts, entrepreneurs, and executives. S. Aral, A. Almaatouq No required or recommended textbooks 15.573 Generative AI for Managers
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