As essential as innovation is for the long-term health of a corporation, it remains a profound challenge for the corporate and organizational leadership to optimize the effectiveness and efficiency of an ongoing operation, while also trying to cultivate and integrate potentially disruptive products and processes, or any requisite mergers, acquisitions and/or spinouts. In this course, we will examine the theoretical foundations and field-tested best practices for fostering the organization of innovation initiatives while managing corporate conflict and change, and rewarding success (or failure). Readings, and case studies will be drawn from diverse fields such as Corporate Innovations, Innovation Management, Mergers and Acquisitions, and Change Management. Students will be expected to share personal experiences during the seminars.

This course focuses on the strategic marketing planning process from the perspective of two key roles in the organization, i.e. the Chief Marketing Officer (CMO) and the Brand (or Product) Manager. Leaning heavily on external and internal analyses, we examine how these managers refine the company's long-term go-to-market strategy, comprising decisions about product/market portfolio, corporate and product-level brands and brand positioning, plus, for each product category, a carefully orchestrated suite of decisions concerning product design, go-to-market partnerships, pricing, promotion and integrated marketing communications.

This course provides a broad overview of international trade theory and policy firmly grounded in economics principles. As the economies of the world become ever more interdependent, it is beneficial to understand the nature and mechanisms of this interdependence and its implications for business and the public at large. While at times not of obvious relevance, international events help to shape the environment in which decisions and policies must be made.

This course is designed for mid-level managers enrolled in a required course within the Executive MBA program. Students who successfully complete this course will: Discuss systems theories and concepts (e.g. General Systems Theory, Dynamic Systems) and how they apply to organization and managerial systems diagnosis and design Visually depict (diagram), analyze, and discuss the interconnections and value exchanges between multiple stakeholders including customers, workforce, suppliers, and partners, investors, society, and community, and the natural environment Develop visual depictions (diagrams) to make dynamic, complex systems (components and relationships) visible for collaborative understanding, analysis, and design Compare and contrast the different types and natures of sociocultural and operational systems found in organizations, and how their type and nature influence the diagnosis and most effective design Using critical-thinking and a holistic perspective, evaluate organization systems and sub-systems based on relevant theories, empirical evidence, and the organization’s stakeholders, strategy, culture, overall system, and unique context Synthesize systems concepts, theories, research, and assessment to develop new, idealized designs that create value for the multiple stakeholders Translate idealized designs into action plans with prioritized system changes and recommended sequence Effectively collaborate with a virtual team to produce quality results

This course is designed for mid-level managers enrolled in a required course within the Executive MBA program. Students who successfully complete this course will: Evaluate the readiness of the CIO’s organization (MIS) to contribute towards achieving an enterprise’s goals Assess the keys to success within the information systems types most frequently used to implement strategy Distinguish how systems thinking can empower leaders in an era of global technical, economic and managerial change Execute how to implement IT initiatives which best use project management and software development lifecycle (SDLC) methodologies; Demonstrate how to blend security and privacy issues into a strategic framework addressing the evolving nature of online strategies Assess how to rethink metrics, culture and evolving IT possibilities into new strategic thinking

This course is designed for mid-level managers enrolled in a required course within the Executive MBA program. Students who successfully complete this course will: HR’s strategic contribution to organizational effectiveness including strategic factors affecting HR, strategic HR planning, and evaluating the effectiveness of HR Staffing the organization, including the legal aspects of staffing; diversity; equal employment; discrimination; job design and job analysis; recruiting with consideration of supply and demand for labor, sources, and methods; and interviewing techniques Training and developing human resources including linking training to strategy, the design process, adult learning, and delivery methods; career development; and performance management Compensating human resources including forms of pay and benefits Employee relations including health, safety, and security issues; employee rights and discipline; and union – management relations