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Course 15: Management |
 | | | 15.00-15.299 | | | 15.30-15.699 | | | 15.70-15.999 plus UROP and Thesis | | |  |
Executive MBA Subjects15.700 Leadership and Integrative Management
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Prereq: Permission of instructor Units: 3-0-6 [P/D/F] Credit cannot also be received for 15.330 Lecture: TBA 
Investigates the different perspectives a general manager must take, how to integrate those perspectives, and the role of leadership in setting and realizing goals. Students work intensively in teams and with multiple faculty, using a deep dive into the challenges faced by a major global firm operating in complex global markets. Restricted to Executive MBA students. Fall: N. Repenning, H. Samel Spring: N. Repenning, H. Samel No textbook information available 15.701 Innovation-Driven Entrepreneurial Advantage
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Prereq: None. Coreq: 15.714; or permission of instructor Units: 6-0-6
Exposes students to the content, context, and contacts that enable entrepreneurs to design and launch successful stand-alone ventures, ventures inside established corporations, and ventures in partnership with established corporations based on new innovations. Students examine the critical entrepreneurial and innovation challenges facing entrepreneurs inside new and established firms, and develop frameworks that allow them to identify, evaluate, iterate, and integrate their ideas effectively. Case-based discussions complemented by visits to key actors in MIT labs, as well as live case studies with successful entrepreneurs. Specially designed team projects provide practical experience in entrepreneurial strategy, innovation management, and the workings of the MIT entrepreneurial ecosystem. Restricted to Executive MBA students. P. Budden, F. Murray 15.702 Leading in a Global Context: Macroeconomics and Global Markets
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Prereq: Permission of instructor Units: 6-0-6 Lecture: TBA
Intensive module on the global economy, combining the key perspectives of macroeconomics and global economic strategy. Focuses on the policy and economic environment of firms, as well as on the development of a more international market in products, services, and capital, and how this affects trade and industries. Presents insights into national economic strategies for development, and into the evolving rules and institutions governing the international economic order. Develops an actionable appreciation for managers of the international dimensions of economic policy and strategy in an increasingly complex world economy. Restricted to Executive MBA students. R. Rigobon No textbook information available 15.703 Leading with Impact
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Prereq: Permission of instructor Units: 3-3-3
Student teams work with the leadership of local not-for-profits to solve a pressing problem faced by that organization. The problems will vary with the organization in question, as will the skills and capabilities students draw on to appropriately address them. Culminates with group reflection on what it means to be a principled innovative leader who improves the world. Restricted to Executive MBA students. N. Repenning, B. Akinc 15.704 IDEA Lab
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Prereq: 15.701 Units: 6-0-9
Opportunity to work with interested organizations - or on a startup - to explore and leverage innovation ecosystems, build greater strength in innovation-driven entrepreneurial advantage, and build a stronger culture of corporate innovation. Faculty and students co-create projects along one of two tracks: the innovation track, focused on organizations wishing to become more innovative and/or engage the ecosystem; or the entrepreneurship track, principally for students with startup enterprises/ventures. Further explores themes of innovation ecosystems, stakeholders, and the innovation loop of experimentation and evaluation. Innovation projects are team-based and can be Boston-based. Entrepreneurship projects can be a solo enterprise, but teams are also encouraged. Restricted to second year Executive MBA students. F. Murray, P. Budden 15.705 Organizations Lab
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Prereq: Permission of instructor Units: 3-0-9 Credit cannot also be received for 15.870 Lecture: TBA
Preparation for an organizational change project. Emphasis on applying tools of organizational, operational, and systems analysis in order to effect change. Includes a focus on the challenges and opportunities presented by issues of leadership and organizational behavior. Each student leads a change project in their own organization, focusing on fixing a broken or ineffective process. Examples of possible initiatives include a strategic reorientation, organizational restructuring, introduction of a new technology, or a worker participation program. Restricted to Executive MBA students. N. Repenning No textbook information available 15.707 Global Strategy
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Prereq: Permission of instructor Units: 3-0-3 Lecture: TBA
Provides students with the evidence, concepts and models for understanding company performance in a global world and the issues facing executives in the early 21st century. Prepares students to manage effectively in todays interconnected world by understanding this changing environment, principles of global strategy, and the relation between global strategy and organization. Focuses on the specificities of strategy and organization of the multinational company. Restricted to Executive MBA students. H. Samel No textbook information available 15.708 Global Organizations Lab
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Prereq: Permission of instructor Units: 6-0-9
Helps students discover and develop new and effective ways of managing and working together across national borders; also helps accelerate development of the context awareness and integrative management skills needed to lead in a globalized world. Involves intensive team engagement with a firm where students integrate their understanding of the relevant global and national economic and institutional contexts, industry dynamics, the firm's strategic position and capabilities, and its management organization and processes to provide the management sponsor with insight and effective recommendations. Includes a week-long site visit for research. Restricted to Executive MBA students. S. Krusell, H. Samel 15.709 Key Decisions for Corporate Boards
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.383
Designed to help students understand the fundamental rules and practices of corporate boards in three key areas: the audit committee, the compensation committee, and corporate takeovers. Includes discussion related to case studies, with short lectures at the start and end of each session to highlight the differences and similarities in practices by boards in the US and abroad. Restricted to MIT Executive MBA and Sloan Fellow MBA students. Staff 15.711 Executing Strategy for Results
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.361
Condensed version of 15.361 that introduces a comprehensive framework to understand how leaders can execute strategy more effectively. Presents case studies of companies that excel at execution, and a series of practical tools that can be applied immediately to boost performance. Intended for owner-operators and managers in complex organizations (more than 200 employees, multiple functions or units), particularly those competing in volatile markets. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.712 Negotiation and Influence
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Prereq: Permission of instructor Units: 3-0-3 [P/D/F] Credit cannot also be received for 15.672, 15.6721, 15.673, 15.6731, 15.675
Provides understanding of the theory and processes of negotiation as practiced in a variety of settings. Designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. Allows students an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks. Emphasizes simulations, exercises, role playing, and cases. Restricted to Executive MBA students. Staff 15.714 Competitive Strategy
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.902
Introduces a variety of modern strategy frameworks and methodologies to develop the skills needed to be a successful manager. Cases and readings explore a range of strategic problems, focusing particularly on the sources of competitive advantage and the interaction between industry structure and organizational capabilities. Emphasizes the perspective of the general manager in ensuring the firm's success. Encourages awareness of both the external (market) and internal (organizational) forces that shape firm performance. Restricted to Executive MBA students. P. Azoulay, S. Stern 15.715 Entrepreneurial Strategy
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.911
Provides an integrated strategy framework for innovation-based entrepreneurs. Students examine the core strategic choices facing start-up innovators, and discuss a synthetic framework for the development, implementation and scaling of entrepreneurial strategy in dynamic environments over time. Identifies the types of choices that entrepreneurs must make to take advantage of a novel opportunity, and studies the logic of particular strategic commitments and positions that allow entrepreneurs to establish competitive advantage. Restricted to MIT Executive MBA and Sloan Fellow MBA students. S. Stern, E. Scott 15.716 Leading Organizations
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Prereq: None Units: 3-0-6 [P/D/F]
Promotes awareness of and strategies to meet the key challenges leaders face today (and tomorrow). Acquaints students with some of the psychological and sociological dynamics that regularly operate in organizational settings - the less visible but quite powerful "forces" that shape the way employees and managers respond (or don't respond) to a changing world. Restricted to Executive MBA students. Staff No textbook information available 15.717 Organizational Processes
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Prereq: Permission of instructor Units: 3-0-6 Lecture: TBA
Designed to enhance 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 strategic design, political, and cultural "lenses" on organizations. Restricted to Executive MBA students. R. Fernandez No textbook information available 15.718 Introduction to Disciplined Entrepreneurship
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.368
Fast-paced introduction to the disciplined entrepreneurship approach to enhancing entrepreneurial skills needed to be more productive at work, start a new venture, interact and evaluate new ventures, and understand what entrepreneurship is and is not. Interactive, action-oriented workshops build skills to apply knowledge imparted by the books Disciplined Entrepreneurship: 24 Steps to a Successful Startup and the Disciplined Entrepreneurship Workbook. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.720 Financial Accounting
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.511, 15.515
Examines the basic concepts of corporate financial accounting and reporting, and the role of accounting information in investment decisions, corporate and managerial performance assessment, and the valuation of firms. Develops skills for performing an economics-based analysis of accounting information from the viewpoint of the users of accounting information (especially senior managers), rather than the preparer (the accountant). Restricted to Executive MBA students. Staff 15.721 Communication and Persuasion Through Data for Executives
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.286, 15.287
Explains how to better convey complex, quantitative information to non-experts inside and outside of one's organization. Aims to improve skill set and teach tools that can be used to demonstrate to others how to be more effective. Specific skills covered include improving ability to create effective visuals for communicating quantitative information, maximizing audience comprehension when presenting data, and cultivating ability to communicate complex ideas in writing. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.722 Applied Economics for Managers
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.024 Lecture: TBA
Develops facility with concepts, language, and analytical tools of economics. Primary focus is on microeconomics. Emphasizes integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing US and international business environments. Restricted to Executive MBA students. R. Gibbons, M. Whinston No textbook information available 15.723 Advanced Applied Macroeconomics and International Institutions
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Prereq: 15.702 or permission of instructor Units: 3-0-3
Topics draw on current macroeconomic issues and events, such as modern monetary and fiscal policy; financial crisis, contagion, and currency crisis; real exchange rates, purchasing power parity, and long run sustainability; sustainable development; targeting and the new monetary policy regime; and Europe and the Euro: optimal currency areas. Restricted to Executive MBA students. Staff 15.724 Financial Management
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.414 Lecture: TBA
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 Executive MBA students. A. Verdelhan No textbook information available 15.726 Pricing
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.818
Focuses on practical pricing tactics. Presents a framework for the steps firms should take when thinking about pricing a new product or improving the pricing performance of an old product. Tools covered include monadic pricing surveys, empirical price elasticity calculations, and conjoint. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.727 The Analytics Edge
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Prereq: 15.730 or permission of instructor Units: 3-0-6
Introduces modern analytics methods (data mining and optimization), starting with real-world problems where analytics have made a material difference. Modern data mining methods include clustering, classification, logistic regression, CART, random forest methods, and association rules. Modern optimization methods include robust, adaptive and dynamic optimization. Applications include health care, hospital operations, finance, energy, security, internet, and demand modeling. Uses R programming language for data mining and ROME for robust optimization. Restricted to Executive MBA students. Staff 15.729 Leadership: Quantitative and Qualitative Approaches (LQ^2)
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Prereq: None Units: 1-0-2 [P/D/F]
Uses interdisciplinary approaches and real-world examples to show how analytics inform organizational change. Takes into account the human and cultural components of organizations. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.730 Data, Models, and Decisions
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.060
Introduces students to fundamental tools in using data to make informed management decisions. Emphasizes the executive perspective: how to leverage best-practice quantitative methods to manage and drive the business. Exercises and cases complemented by perspectives and applications in finance, operations management, healthcare, the Internet, and other functions and industries. Restricted to Executive MBA students. Staff 15.731 Risk Management
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Prereq: (15.730 and 15.734) or permission of instructor Units: 1-0-2 [P/D/F]
Provides several core analytical and management concepts, helping students identify, model, think about, analyze, and manage risk. Topics vary; examples include risk measures, the drivers-event-outcomes framework, low-probability high-impact risk events, hedging risk with financial options, real options, risk management in the supply chain, project risk management, modern portfolio management, systemic risk. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.732 Marketing Management
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.814 Lecture: TBA
Studies the application of a reasoned framework to the selection of target markets and the optimization of marketing decisions. Subject is divided into two parts: a tactical portion that reviews how firms optimize profits in their chosen markets, and a strategic portion that focuses on identifying target markets. Tactical topics include pricing, promotion, channel and product issues. Restricted to Executive MBA students. C. Tucker No textbook information available 15.733 Global Financial Markets
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Prereq: None Units: 1-0-2 [P/D/F]
Addresses the risks taken by trading goods and services across borders and by borrowing and investing globally. Provides a framework for understanding and assessing cross-border transactions, global financing, and global investment opportunities, with a particular attention to exchange rate risk and how it affects decision-making. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.734 Introduction to Operations Management
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.761, 15.7611, 15.778
Provides concepts, techniques and tools to design, analyze and improve core strategic operational capabilities. Covers a broad range of application domains and industries, such as high-tech, financial services, insurance, automotive, health care, retail, fashion, and manufacturing. Emphasizes the effects of uncertainty in business decision making and the interplay between strategic and financial objectives and operational capabilities. Students play simulation games that demonstrate some of the central concepts. Restricted to Executive MBA students. R. Levi No textbook information available 15.736 Introduction to System Dynamics
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Prereq: Permission of instructor Units: 3-0-6 Credit cannot also be received for 15.871, 15.873, 15.8731
Introduces system dynamics modeling for the analysis of business policy and strategy. Provides the skills to visualize an organization in terms of the structures and policies that create dynamics and regulate performance. Uses causal mapping, simulation models, case studies, and management flight simulators to help develop principles of policy design for successful management of complex strategies. Considers the use of systems thinking to promote effective organizational learning. Restricted to Executive MBA students. Staff No textbook information available 15.737 Advanced System Dynamics
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Prereq: 15.736 or permission of instructor Units: 3-0-0 [P/D/F] Credit cannot also be received for 15.872
Workshops focus on two models: the dynamics of service quality within a firm; and industry dynamics (particularly investment cycles and bubbles), including the energy and housing markets. Emphasis on formulation, analysis, use, and decision-making. Develops modeling skills. Restricted to Executive MBA and Sloan Fellow MBA students. J. Sterman, R. Nachtrieb 15.738 Corporate Finance for Turbulence and Innovation
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Prereq: 15.414 or 15.724 Units: 1-0-2 [P/D/F]
Case studies and lectures introduce financial tools needed to make value-enhancing business decisions. Topics drawn from issues such as advanced valuation analysis, capital structure decisions, debt restructuring, bankruptcy, incentive problems, real options, and valuation of international projects. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.739 Discovering Your Leadership Signature
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Prereq: None Units: 3-0-6 Credit cannot also be received for 15.318 Ends Dec 11. Lecture: R EVE (4-7 PM) (E62-262)
Introspective course that helps students understand and develop their unique way of leading, i.e., their leadership signature. Students delve deeply into their patterns of leadership to understand what helps and hinders them in becoming a better leader. Substantial time spent learning how to effectively tell leadership stories and examine leadership identity, drawing on theory from the leadership literature, family systems, developmental psychology, personality psychology, and organizational change. Builds on the four capabilities (4-CAPS+) model and includes case studies, reflection, video analysis, and storytelling. Restricted to Executive MBA and Sloan Fellow MBA students. D. Ancona No textbook information available 15.740 Strategic Communication for Executives
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.284
Develops communication skills crucial to successful management. Focuses on identifying a range of communication styles, and recognizing how to use them; dealing successfully with challenging or hostile audiences; understanding cross-cultural and global communication issues and differences; and leading and communicating in a crisis situation. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.741 Game Theory for Strategic Advantage
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Prereq: None Units: 1-0-2 [P/D/F] Credit cannot also be received for 15.025, 15.0251
Leverages game theory — the analysis of multi-person decision problems — to develop interactive thinking in strategic environments. Students play and analyze games that arise frequently in business settings and discuss numerous real-world examples. Restricted to Executive MBA and Sloan Fellow MBA students. Staff 15.742 Platform Strategy
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Prereq: None Units: 1-0-2 [P/D/F]
Provides a framework for strategy for firms pursuing multi-sided platform business models. Emphasizes the development and application of conceptual frameworks that enable managers to make effective decisions as they seek to create value with a platform, and to capture value from it in the face of competition from other platform providers. Restricted to Executive MBA and Sloan Fellow MBA students. Staff Operations Management15.761 Introduction to Operations Management
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Prereq: 6.3700, 15.060, or permission of instructor Units: 4-0-5 Credit cannot also be received for 15.734, 15.7611, 15.778 Ends Dec 11. Lecture: MW1-2.30 (E62-276) Recitation: F1 (E51-315)
Imparts concepts, techniques, and tools to design, analyze, and improve core operational capabilities and apply them to a broad range of domains and industries. Emphasizes the effect of uncertainty in decision-making, as well as the interplay among high-level financial objectives, operational capabilities, and people and organizational issues. Covers topics in capacity analysis, process design, process and business innovation, inventory management, risk pooling, supply chain coordination, sustainable operations, quality management, operational risk management, pricing and revenue management. Underscores how these topics are integrated with different functions of the firm. Case studies and simulation games provide experience in applying central concepts and techniques to solve real-world business challenges. Meets with 15.7611 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version. Summer section is primarily for Leaders for Global Operations students. Fall: R. Levi Spring: A. Aouad, D. Freund Summer: S. Willems No textbook information available 15.7611 Introduction to Operations Management
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Prereq: 15.069, 18.600, or permission of instructor Units: 4-0-5 Credit cannot also be received for 15.734, 15.761, 15.778
Imparts concepts, techniques, and tools to design, analyze, and improve core operational capabilities and apply them to a broad range of domains and industries. Emphasizes the effect of uncertainty in decision-making, as well as the interplay among high-level financial objectives, operational capabilities, and people and organizational issues. Covers topics in capacity analysis, process design, process and business innovation, inventory management, risk pooling, supply chain coordination, sustainable operations, quality management, operational risk management, pricing and revenue management. Underscores how these topics are integrated with different functions of the firm. Case studies and simulation games provide experience in applying central concepts and techniques to solve real-world business challenges. Meets with 15.761 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version. A. Aouad, D. Freund 15.762[J] Supply Chain Analytics
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(Same subject as 1.273[J], IDS.735[J]) Prereq: 15.761 or SCM.260 Units: 3-0-9
Focuses on effective supply chain strategies for companies that operate globally, with emphasis on how to plan and integrate supply chain components into a coordinated system. Students are exposed to concepts and models important in supply chain planning with emphasis on key tradeoffs and phenomena. Introduces and utilizes key tactics such as risk pooling and inventory placement, integrated planning and collaboration, and information sharing. Lectures, computer exercises, and case discussions introduce various models and methods for supply chain analysis and optimization. Staff 15.763[J] Supply Chain: Capacity Analytics
(); second half of termNot offered regularly; consult department (Same subject as 1.274[J], IDS.736[J]) Prereq: 15.761, 15.778, or SCM.260 Units: 2-0-4
Focuses on decision making for system design, as it arises in manufacturing systems and supply chains. Students exposed to frameworks and models for structuring the key issues and trade-offs. Presents and discusses new opportunities, issues and concepts introduced by the internet and e-commerce. Introduces various models, methods and software tools for logistics network design, capacity planning and flexibility, make-buy, and integration with product development. Industry applications and cases illustrate concepts and challenges. Recommended for Operations Management concentrators. Second half-term subject. Staff 15.764[J] The Theory of Operations Management
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(Same subject as 1.271[J], IDS.250[J]) Prereq: (6.7210 and 6.7700) or permission of instructor Units: 3-0-9
Provides mathematical foundations underlying the theory of operations management. Covers both classic and state-of-the-art results in various application domains, including inventory management, supply chain management and logistics, behavioral operations, healthcare management, service industries, pricing and revenue management, and auctions. Studies a wide range of mathematical and analytical techniques, such as dynamic programming, stochastic orders, principal-agent models and contract design, behavioral and experimental economics, algorithms and approximations, data-driven and learning models, and mechanism design. Also provides practical experience in how to apply the theoretical models to solve OM problems in business settings. Specific topics vary from year to year. Staff 15.765[J] Global Supply Chain Management
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(Same subject as 1.265[J], 2.965[J], SCM.265[J]) Prereq: 15.761, 15.778, SCM.260, SCM.261, or permission of instructor Units: 2-0-4
Develops modeling skills and intuition to optimize information flows, material flows, and financial flows in global supply chains. Categorizes the five reasons global supply chains are hard to optimize in practice: nonlinearity, volatility, opacity, complexity, and humanity. Case studies present real-world problems recent graduates solved applying the models developed in this course. Global supply chain problems are drawn from international sourcing of steel, distributing consumer packages goods around the globe, designing global supply chains for high-technology products, choosing the transportation mode that optimizes total landed profit, and defining the minimum viable supply chain in the presence of supply disruptions. S. Willems 15.766 Domestic Plant Trek and Partner Integration
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Prereq: None Units: 0-6-3 [P/D/F]
During required travel over three weeks around the United States, participants visit eight to 12 LGO industry partner sites to observe manufacturing and operations processes. The class is divided into smaller groups that individually assess each site's operations or manufacturing across an array of areas, which may include: global competition and strategy; leadership; customers; society and sustainability; new product introduction; global supply chain; organizational structure and culture; operations of machinery, processes, and materials; and metrics and quality. Travel costs are primarily covered by site hosts, but co-payment (up to $500) may be necessary. Restricted to Leaders for Global Operations students. Staff 15.767 Introduction to Healthcare Delivery in the United States
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Prereq: (15.060 and 15.761) or permission of instructor Units: 3-0-6 Credit cannot also be received for 15.777 Ends Dec 11. Lecture: TR10-11.30 (E51-376)
Focuses on the business challenges and opportunities to deliver high-quality and reasonably priced health services, mainly in the United States. Provides an opportunity to interact with guest speakers and senior executives from the health sector. Topics include: aspects of healthcare delivery operations and how they are affected by healthcare reform policies, alternative payment models, population health perspectives, and social determinants of health. Discussions include examples from the ongoing healthcare-related work of Sloan faculty, as well as the potential for analytics and digitization to impact healthcare delivery. Provides a broad perspective on various career paths, such as consulting, entrepreneurship, delivery system management, and digital innovation development. A. Quaadgras No textbook information available 15.768 Management of Services: Creating Value for Customers, Employees, and Investors
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Prereq: None. Coreq: 15.761 or 15.778 Units: 3-0-6 Ends Dec 11. Lecture: MW1-2.30 (E62-262) or MW2.30-4 (E62-262)
Focuses on how companies can use operational principles to create value for customers, employees, and investors simultaneously. Case-based subject that emphasizes systems perspective and leadership in operations versus the use of specific analytical tools (e.g., queuing theory, inventory management, process analysis) that were covered in the pre- or co-requisite. Cases include a range of service operations contexts including healthcare, hospitality, retailing, food service, pest control, and financial services. Z. Ton No textbook information available 15.769 Operations Strategy
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Prereq: 15.761, 15.778, or permission of instructor Units: 3-0-6
Discusses systematic frameworks for analyzing strategic decisions in manufacturing and service operations. Covers decisions in capacity, process design, human resources, sourcing, supply chain, circularity, innovation, growth, and other strategic areas. Examines how decisions in these areas can be made to align with business strategy, and emphasizes the concept of operations as a source of competitive advantage. Highlights the triple bottom line: how organizations should consider financial, environmental, and social performance/impacts in an integrated manner to achieve real sustainability. Qualifies as an elective for the Sloan Sustainability Certificate. Y. Karen Zheng 15.770[J] Logistics Systems
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(Same subject as 1.260[J], IDS.730[J], SCM.260[J]) (Subject meets with SCM.271) Prereq: Permission of instructor Units: 3-0-9 Lecture: TR8.30-10 (E51-149)
Provides an introduction to supply chain management from both analytical and practical perspectives. Taking a unified approach, students develop a framework for making intelligent decisions within the supply chain. Covers key logistics functions, such as demand planning, procurement, inventory theory and control, transportation planning and execution, reverse logistics, and flexible contracting. Explores concepts such as postponement, portfolio management, and dual sourcing. Emphasizes skills necessary to recognize and manage risk, analyze various tradeoffs, and model logistics systems. SCM.271 meets with SCM.260, but has fewer assignments. Angela Acocella, Chris Caplice No textbook information available 15.771[J] Supply Chain Transformation: Case Studies
(); first half of term
(Same subject as 1.261[J], SCM.261[J]) Prereq: None Units: 2-0-4
A combination of case studies and industry speakers covering the strategic and operating issues in supply chain transformation. Focuses on the pragmatic creation of supply chain capabilities, including resilience, omnichannel, E2E visibility, entrepreneurship, servitization, E2E automation, and AI. M. J. Saenz 15.772[J] D-Lab: Supply Chains
()Not offered regularly; consult department (Same subject as 2.771[J], EC.733[J]) (Subject meets with 2.871) Prereq: None Units: 3-3-6
Introduces concepts of supply chain design and planning with a focus on supply chains for products destined to improve quality of life in developing countries. Topics include demand estimation, process analysis and improvement, facility location and capacity planning, inventory management, and supply chain coordination. Also covers issues specific to emerging markets, such as sustainable supply chains, choice of distribution channels, and how to account for the value-adding role of a supply chain. Students conduct D-Lab-based projects on supply chain design or improvement. Students taking graduate version complete additional assignments. Staff 15.773 Hands-on Deep Learning
(); first half of term
Prereq: 15.060, 15.071, 15.072, 15.774, or permission of instructor Units: 3-0-3 Credit cannot also be received for 15.776
Fast-paced introduction to deep learning, the engine behind modern artificial intelligence and generative AI, with an emphasis on developing a practical understanding of how to build models to solve complex problems involving unstructured data. Topics include: the basics of deep neural networks and how to set up and train them, transformers for natural language processing and computer vision, large language models (such as ChatGPT), and text-to-image and multi-modal models. Prior familiarity with Python and fundamental machine learning concepts (such as training/validation/testing, overfitting/underfitting, and regularization) required. R. Ramakrishnan, T. Lykouris 15.774 AI for Operations
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Prereq: None. Coreq: 15.060; or permission of instructor Units: 3-0-9 Ends Dec 11. Lecture: MW2.30-4 (E51-345) Recitation: F12 (E51-345)
Equips students with the essential concepts, techniques, and tools to effectively analyze and enhance data-driven decision-making. Through a strong emphasis on artificial intelligence, students apply machine learning, deep learning, optimization, and reinforcement learning to real-world challenges across supply chains, retail, online platforms, healthcare, and beyond. Includes a final project in which students design and implement AI-powered solutions to complex operational problems. Prepares students to lead in a world where data and AI are transforming the future of operations. M. Fazel Zarandi No textbook information available 15.775 Analytics Proseminar
(); first half of termNot offered regularly; consult department Prereq: None Units: 2-0-1 [P/D/F]
Provides opportunities to meet senior executives serving in top analytics and data science functions within a variety of organizations across industries. Discusses key business analytics issues from the perspective of top management. Students prepare detailed briefings identifying and exploring important analytics issues facing these organizations. Staff 15.776 Intensive Hands-on Deep Learning
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Prereq: None. Coreq: 15.072; or permission of instructor Units: 3-0-3 Credit cannot also be received for 15.773 Begins Nov 2. Lecture: MW1-2.30 (E51-345)
Fast-paced introduction to deep learning, the engine behind modern artificial intelligence, with an emphasis on developing a practical understanding of how to build models to solve complex problems involving unstructured data. Rapid introduction to deep neural networks and their training. Emphasis on language models, focused on masked and generative modeling and vision models (using diffusions and transformers). Model adaptation via fine-tuning, RL-based training (eg., RLHF, GRPO, etc.). System design concepts including retrieval augmented generation and agentic system design. Prior familiarity with Python and fundamental machine learning concepts (such as training/validation/testing, overfitting/underfitting, and regularization) required. Preference to Sloan Master of Business Analytics students. V. Farias No textbook information available 15.777 Healthcare Lab: Introduction to Healthcare Delivery in the United States
(, )
Prereq: (15.060 and 15.761) or permission of instructor Units: 4-0-11 Credit cannot also be received for 15.767 Ends Dec 11. Lecture: TR10-11.30 (E51-376) Recitation: F10 (VIRTUAL)
Focuses on the business challenges and opportunities to deliver high-quality and reasonably-priced health services, mainly in the United States. Provides an opportunity to interact with guest speakers and senior executives from the health sector. Topics include aspects of healthcare delivery operations and how they are affected by healthcare reform policies, alternative payment models, population health perspectives, and social determinants of health. Discussions include examples from the ongoing healthcare-related work of Sloan faculty, as well as the potential for analytics and digitization to impact healthcare delivery. Provides a broad perspective on various career paths, such as consulting, entrepreneurship, delivery system management, and digital innovation development. Student teams work with a provider, supplier or healthcare-related startup organization on an applied project. Includes on-site work during fall and IAP. Fall: A. Quaadgras IAP: A. Quaadgras No textbook information available 15.778 Introduction to Operations Management
()
Prereq: None Units: 3-0-6 Credit cannot also be received for 15.734, 15.761, 15.7611
Integrated approach to the analysis, design and management of supply networks for products and services. Provides a framework for analysis, design and operation of supply chains (SCs) that relies on fundamental concepts, such as the management of inventory, and operations and logistics planning. Discusses the value of (timely) information and of the need for collaboration and coordination between SC players. Also presents conceptual frameworks that focus on the emergence of a wide range of enabling services that are critical to the survival and growth of this class of system. Includes study and discussion of concepts, examples, and case studies from a wide range of industries. Guest speakers present personal experiences on various aspects of the service industry and supply chains. Restricted to Sloan Fellow MBA students. V. Farias No textbook information available 15.779 Technology, Design and Entrepreneurship: Operating in Emerging Communities
()Not offered regularly; consult department (Subject meets with 15.781) Prereq: Permission of instructor Units: 3-0-3
Designed for students working on solutions for resource-constrained communities. Examines downstream issues surrounding the adoption, distribution, and scaling (via business, non-profit, or public policy channels) of new solutions in an international development context. Focuses on implementing solutions as well as understanding the impact of interventions proposed. C. Vaishnav, D. Rigos, R. Stoner, C. Fine 15.780 Analytics of Operations Management
()
Prereq: 6.3700, 15.069, or permission of instructor Units: 3-0-9 Lecture: MW11.30-1 (E62-250) Recitation: F2 (E62-250)
Introduces core concepts in data-driven modeling that inform and optimize business decisions under uncertainty. Covers models and frameworks, such as machine learning, time series forecasting, dynamic programming, stochastic optimization, and multi-armed bandits. Draws on real-world applications, with several examples from retail, healthcare, logistics, supply chain, and public sector. M. Fazel Zarandi No textbook information available 15.781 Technology, Design and Entrepreneurship: Operating in Emerging Communities
()Not offered regularly; consult department (Subject meets with 15.779) Prereq: Permission of instructor Units: 2-0-1
Designed for students working on solutions for resource-constrained communities. Examines downstream issues surrounding the adoption, distribution, and scaling (via business, non-profit, or public policy channels) of new solutions in an international development context. Focuses on implementing solutions as well as understanding the impact of interventions proposed. Restricted to Tata Fellows. C. Vaishnav, D. Rigos, R. Stoner, C. Fine 15.782 Product Development Methods
()
Prereq: None Units: 3-0-0 [P/D/F]
Covers modern tools and methods for product design and development, including human-centered design, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, sustainable design methods, and product management. Limited enrollment. Staff 15.783[J] Product Design and Development
()
(Same subject as 2.739[J]) Prereq: 2.009, 15.761, 15.778, 15.814, or permission of instructor Units: 3-3-6
Covers modern tools and methods for product design and development. Includes a cornerstone project in which teams conceive, design and prototype a physical product and/or service. Covers human-centered design, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, green design methods, and product management. Sloan students register via Sloan course bidding. Engineering students accepted via lottery based on WebSIS pre-registration. S. Eppinger 15.784 Operations Laboratory
()
Prereq: None. Coreq: 15.761 Units: 2-3-4
Provides an interactive learning experience in implementing operations improvement and an opportunity to work on challenging operations problems across industries in the Boston area, across the United States, and abroad. Teams of three to four students use their training and experience to help improve operations in organizations that range from small and medium businesses to multi-national corporations. Teams conduct term-long projects via remote interactions with companies, and travel to work on-site at the client company during the Sloan Innovation Period. Boston-area projects involve periodic visits throughout the term. Staff 15.785 Introduction to Product Management
(); first half of term
Prereq: None. Coreq: 15.761 or permission of instructor Units: 2-0-4
Introduction to product management with an emphasis on its role within technology-driven enterprises. Content includes basic tools and frameworks for product management, addressing opportunity discovery, product-technology roadmapping, product development processes, go-to-market strategies, product launch, lifecycle management, and the central role of the product manager in each activity. Class sessions use cases, lectures, discussions, and experienced guest speakers. Exercises and assignments utilize common digital and AI tools. Intended for students seeking to explore roles in a product management team or to contribute to product management in a new enterprise. Not recommended for those who already have a significant background in product management. Staff 15.786 Product Management Lab
(, ); first half of term
Prereq: 15.785 or permission of instructor; Coreq: 15.761 Units: 3-0-9
Hands on, action learning course for students wanting a deep dive into product management (PM). Focuses on experiential learning in PM, and application of relevant tools and frameworks, but does not dwell on the presentation of such tools and frameworks, which are covered in 15.785. Student teams are matched with partner companies and contribute to a PM-related project at the company. The IAP activity is devoted to intensive work with the company project, which continues during H3. Class sessions in H3 utilize team project challenges and experiences to dig deeply in problem solving, use of PM tools, and effective management strategies. Staff 15.792[J] Global Operations Leadership Seminar
(, )
(Same subject as 2.890[J], 10.792[J], 16.985[J]) Prereq: None Units: 2-0-0 [P/D/F] Ends Dec 11. Lecture: M EVE (4-6 PM) (E51-335)
Integrative forum in which worldwide leaders in business, finance, government, sports, and education share their experiences and insights with students aspiring to run global operations. Students play a large role in managing the seminar. Preference to LGO students. T. Roemer No textbook information available 15.794 Research Project in Operations
(, , , )
Prereq: Permission of instructor Units arranged Lecture: TBA
Required course designed for Leaders for Global Operations (LGO) students in conjunction with on-site projects at LGO partner companies. Internship experience must be at least 1,000 hours in length over 25-week period over the course of two academic terms, and students enter a formal agreement with their internship host company. Students work on faculty-supervised thesis research projects that deal with a specific aspect of operations, informed by this experience. Students' completion of requirements will be certified by faculty advisor. Students are required to summarize their work in the context of understanding organization, leadership, teamwork, and task management, in conjunction with 15.317. T. Roemer No textbook information available 15.799 Workshop in Operations Management
(, )
Prereq: None Units arranged Lecture: M11.30-1 (E62-550)
Presentations by faculty, doctoral students, and guest speakers of ongoing research relating to current issues in operations management, including reports of research projects (proposed or in progress) and informal discussions of recent literature dealing with subjects of special interest to participants. Primarily for doctoral students. A. Aouad No textbook information available Marketing15.809 Introduction to Marketing and Strategy
()
Prereq: None Units: 3-0-6 [P/D/F]
Introduces the core strategic framework used to evaluate the attractiveness of different markets. Reviews the methods that firms can use to optimize their profits in the markets that they choose to target. Restricted to Sloan Fellow MBAs. D. Simester No textbook information available 15.814 Marketing Innovation
(, )
Prereq: None Units: 3-0-6 Credit cannot also be received for 15.732 Ends Dec 11. Lecture: MW1-2.30 (E62-250) or MW2.30-4 (E62-250)
Develops the skills necessary to market innovations, including new products, services, and concepts. Covers how to gain market intelligence, target the right customers, choose the right brand positioning, and combine analytics, frameworks, and research for maximum potential. Emphasizes both marketing theory and practice; students work in teams to market real innovations. Subject updated continually to highlight the latest use of artificial intelligence for marketing. J. Zhang Textbooks (Fall 2026) 15.8141 Marketing Innovation
()
Prereq: None Units: 3-0-6
Develops the skills necessary to market innovations, including new products, services, and concepts. Covers how to gain market intelligence, target the right customers, choose the right brand positioning, and combine analytics, frameworks, and research for maximum potential. Emphasizes both marketing theory and practice; students work in teams to market real innovations. Subject updated continually to highlight the latest use of artificial intelligence for marketing. Staff 15.815 Applied Behavioral Economics
()
Prereq: None Units: 3-0-6
Introduction to behavioral economics for future managers, analysts, consultants or advisors to private and public enterprises. Presents basic principles of behavioral economics, and selected applications to marketing, management, finance, and public policy. Focuses on hidden influences, habits, and irrationalities in our behavior. Treats departures from 'rational behavior' as opportunities - for individuals to improve themselves, for companies to solve consumers' problems, for society to create new institutions and policies. D. Prelec 15.818 Pricing
(); first half of term
Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-3 Credit cannot also be received for 15.726 Ends Oct 23. Lecture: TR10-11.30 (E62-250) or TR1-2.30 (E52-164) or TR2.30-4 (E52-164)
Framework for understanding pricing strategies and analytics, with emphasis on entrepreneurial pricing. Topics include economic value analysis, elasticities, customization, complementary products, pricing in platform markets, and anticipating competitive responses. R. Hoong No textbook information available 15.819 Marketing and Product Analytics
()
Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-6
Uses quantitative data to inform, make, and automate marketing and product decisions, including growth marketing, product design, pricing and promotions, advertising, and customer retention. Topics include creating metrics, randomized experiments, models for targeting, network effects, and analyzing launches. Features lectures, industry examples and guests, and data analysis assignments supported by in-class labs. Draws inspiration from the internet industry, but applications span many industries. Staff 15.821 Listening to the Customer
(); first half of term
Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-3
Introduces proven methods for listening to customers and understanding their needs in order to generate new ideas to build the top line. Students integrate generative AI with experiential interviewing, ethnography, metaphor elicitation, and voice-of-the-customer methods. Staff 15.822 Strategic Market Measurement
(); second half of termNot offered regularly; consult department Prereq: None Units: 3-0-3
Project subject teaches students how to create, carry out, interpret, and analyze a market research questionnaire. Emphasis on discovering market structure and segmentation, but students can pursue other project applications. Includes a user-oriented treatment of multivariate analysis (factor analysis, multidimensional scaling, conjoint and cluster analysis). Staff 15.830 Enterprise Management Lab
(, )
Prereq: None. Coreq: 15.761, 15.814, or 15.900 Units: 3-0-6 Ends Dec 11. Lecture: M EVE (4-7 PM) (E51-149)
Lays the foundation for the Enterprise Management (EM) Certificate by developing students' ability to apply integrated management perspectives and practices through action-learning. Small teams of students deliver quality deliverables by working on projects for large organizations and emergent innovators that integrate marketing, operations, and/or strategy. Students engage with faculty mentors and guest faculty speakers from marketing, strategy, and operations. Promotes a holistic cross-functional approach to addressing business issues. Significant class time allocated to team collaboration on projects. Students must register for both the fall term and IAP. Restricted to students eligible for the MIT Sloan Enterprise Management Certificate. S. Chatterjee No required or recommended textbooks 15.833 Business-to-Business Marketing
(); second half of term
Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-3 Begins Nov 2. Lecture: TR10-11.30 (E62-250)
Applies marketing concepts, analyses and tools used in business-to-business (B2B) marketing. Develops an understanding of customer value management and value quantification as a strategy for delivering superior value to targeted business segments while maintaining equitable returns. Focuses on B2B pricing, brand building, web and technology facilitation of the supply chain, and customer relationship management. Underscores sales force management within the context of go-to-market strategy; however, does not address selling per se. Discusses various B2B contexts, such as products and services, for- and non-profits, and domestic and global markets. Emphasizes applications in technology and healthcare domains. Includes value-based pricing project, case studies, applied exercises, and readings. S. Chatterjee No required or recommended textbooks 15.834 Marketing Strategy
(); first half of termNot offered regularly; consult department Prereq: 15.809, 15.814, or permission of instructor Units: 4-0-2
Prepares students to formulate the marketing component of overall corporate strategy. Students examine three types of situations: some in which firms leverage their existing competitive advantages; some in which they build new competitive advantages; and some in which a seemingly weaker competitor, such as a start-up, leapfrogs a larger incumbent. Presents material through a combination of cases, lectures, and a group project. Staff 15.835 Entrepreneurial Marketing
(); second half of termNot offered regularly; consult department Prereq: None Units: 3-0-3
Explores a basic marketing framework in depth as it applies to start-ups. Students then apply this framework to a project. Staff 15.838 Research Seminar in Marketing
(, )
Prereq: None Units: 3-0-6 Lecture: F9.30-12.30 (E62-587)
Seminar on current marketing literature and current research interests of faculty and students. Topics such as marketing models, consumer behavior, competitive strategy, marketing experimentation, and game theory. Restricted to doctoral students. R. Hoong, A. Shchetkina No textbook information available 15.839 Workshop in Marketing
(, )
Prereq: Permission of instructor Units arranged [P/D/F] Lecture: T11.30-1 (E62-550)
Presentations by faculty, doctoral students, and guest speakers of ongoing research relating to current issues in marketing. Topics: reports of research projects (proposed or in progress) and informal discussions of recent literature dealing with subjects of special interest to participants. Restricted to doctoral students. D. Eckles No textbook information available 15.840-15.843 Seminar in Marketing
() Not offered regularly; consult department Prereq: 15.810 Units arranged
Group study of current topics related to marketing. Staff 15.846 Branding
(); first half of term
Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-3
Provides a foundation for building, managing, and defending brands at various stages in the brand life cycle. Introduces the fundamentals of customer experience, brand architecture, and management strategies relevant for B2C and B2B Marketing. Examples from a variety of industries cover topics that include brand co-creation, diffusion, imitation, and authenticity. Explores theory and practice using cases and behavioral academic research. Also looks at the development of leadership branding. Staff 15.847[J] Consumer Behavior
()Not offered regularly; consult department (Same subject as 9.550[J]) Prereq: 15.809, 15.814, or permission of instructor Units: 3-0-6 Credit cannot also be received for 9.55, 15.8471
Examines the behavior of consumers through the lens of behavioral economics, cognitive science, and social psychology. Reviews theory and research and brings this knowledge to bear on a wide range of applications in business and public policy. Lectures are combined with cases, guest speakers, and brainstorming sessions where students work in teams to apply concepts to real-world problems. Meets with 15.8471 when offered concurrently. Expectations and evaluation criteria may differ for students taking the graduate version; consult syllabus or instructor for specific details. Staff 15.8471[J] Consumer Behavior
()Not offered regularly; consult department (Same subject as 9.55[J]) Prereq: None Units: 3-0-6 Credit cannot also be received for 9.550, 15.847
Examines the behavior of consumers through the lens of behavioral economics, cognitive science, and social psychology. Reviews theory and research and brings this knowledge to bear on a wide range of applications in business and public policy. Lectures are combined with cases, guest speakers, and brainstorming sessions where students work in teams to apply concepts to real-world problems. Meets with 15.847 when offered concurrently. Expectations and evaluation criteria may differ for students taking the graduate version; consult syllabus or instructor for specific details. Staff System Dynamics15.870 Organizations Lab
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| | | 15.00-15.299 | | | 15.30-15.699 | | | 15.70-15.999 plus UROP and Thesis | | | |
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Subject Cancelled
