Strategy & Innovation

  • QST SI 422: Strategy, Innovation, and Global Competition
    Undergraduate Prerequisites: SMG FE 323, SMG MK 323, SMG OM 323
    Provides students with a powerful set of tools which will prepare them to analyze, formulate, and implement business firm strategy with the aim of attaining sustainable competitive advantage. Adopts the perspective of the general manager, challenging student knowledge in each functional area in the effort to create integrative strategies that serve the needs of shareholders, as well as other stakeholders inside and outside the company. The course includes conceptual readings, which elucidate the fundamental concepts and frameworks of strategic management, as well as case analyses, which enable students to apply their knowledge to real-world situations and managerial decisions. The course culminates with a final project, which requires student teams to perform a complete strategic analysis on a public company, considering its industry environment and dynamics, its strategic positioning and internal resources, and proposing a course of action for the firm to respond to its strategic challenges.
  • QST SI 430: Sustblty Prctcm
    This course description is currently under construction.
  • QST SI 438: Talent Representation and Management
    (Offered in Los Angeles) Using case studies and business models, students examine the manner in which critical players interact and attempt to work together in behalf of clients in an effort to make their "professional dreams" come to fruition. Participants will gain an understanding of the different areas of talent representation, how each one functions in the scope of a talent's career and what the responsibilities are for each position in each area of representation. Participants will also gain a clear view of what the business of Entertainment Representation has to offer as a chosen career. 4 cr.
  • QST SI 444: Entrepreneurship
    Undergraduate Prerequisites: SMG FE 323 ; SMG MK 323 ; SMG OM 323.
    Addresses the specifics of planning a business startup or expanding and altering an existing small business, including the feasibility of ideas, market definition, management, and operations and financing requirements. This is a hands-on, experiential learning course requiring integration of previous coursework into a coherent, realistic business plan. Helps students assess and develop their own particular idea and to consider the appropriateness for them of entrepreneurship as a career choice.
  • QST SI 445: Managing a Growing Enterprise
    Undergraduate Prerequisites: SMG FE 323 ; SMG MK 323 ; SMG OM 323.
    Designed to help students understand the intricacies of running a small company. The course addresses the major challenges in small companies, including valuation, negotiation, deal structure, personnel and compensation, and marketing and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises. The course uses a competitive computer simulation to provide students with the opportunity to "run" their own business.
  • QST SI 451: Organizing for Design and Innovation
    Undergraduate Prerequisites: SMG FE323, SMG MK323, and SMG OM323; or SMG SI480.
    This course examines how managers and leaders can create the conditions for innovation at the individual, team and organizational levels and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of those ideas into new product concepts; and the commercialization of those ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver sustainable innovations of value.
  • QST SI 453: Strategies for Environmental Sustainability
    Undergraduate Prerequisites: SMG FE323, SMG MK323, and SMG OM323; or SMG SI480.
    This course focuses on understanding the impact of regulations, customer preferences, and changing industry dynamics that increase the pressure for environmental sustainability in order to evaluate and craft recommendations for firm strategy. This course also helps prepare managers to better understand how to engage these issues with stakeholders, including investors, regulators, and nongovernmental organizations, as well as customers and suppliers.
  • QST SI 469: Real Estate Development
    Undergraduate Prerequisites: SMG FE 323 ; SMG MK 323 ; SMG OM 323.
    Real estate development is a process rather than a product. Too often, assumptions about occupancy, market absorption, rental income growth, valuation and competition are based on guesswork and interest in specific product types. The course reviews the underlying demographic market data that drives demand; utilizing data such as population and job growth, market and marketability analysis. The focus then shifts to site selection and feasibility analysis, the available methods of gaining site control and the process of assembling the professional team. Later, the course reviews the regulatory control process, along with budgeting and contract award and review of the construction control processes. The course is introductory in nature and assumes students have little or no knowledge about the development process.
  • QST SI 471: International Entrepreneurship
    Undergraduate Prerequisites: SMG FE 323 ; SMG MK 323 ; SMG OM 323.
    Designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class "travels" to more than fifteen countries on five continents, and analyze operations at each stage of the entrepreneurial process. The course covers market entry, forming alliances, negotiations, managing growth, and cross-border financing. Support from local governments, and the cultural, ethical, legal, and human resource issues facing the entrepreneur is also covered.
  • QST SI 480: The Business of Technology Innovation
    Open only to seniors and juniors in the College of Engineering. Questrom students cannot take this course for degree credit. Provides an introduction to entrepreneurship and business for the engineer. Topics include finding business ideas; recognizing good from bad; understanding the importance of business model; turning technology into a business, including what to sell and how to sell it; the role of engineering within a business; business financial statements; and startups and venture capital, including starting a company or joining a startup.
  • QST SI 482: Strategy for Technology-Based Firms
    Undergraduate Prerequisites: SMG FE 323, SMG MK 323, and SMG OM 323; or SMG SI 480.
    Serves Questrom students concentrating in entrepreneurship or who are interested in high-technology sectors, and ENG students who have taken SI480. This interdisciplinary course covers technology life-cycles, the co-evolution of industries and technologies, strategies for commercialization of new technologies (appropriability, acquiring complementary assets and capabilities, managing technical teams, and impact of regulatory and other environmental factors on commercialization). Special emphasis is placed on joint learning and interdisciplinary teamwork by students across Engineering and Questrom.
  • QST SI 498: Directed Study in Strategy and Innovation
    Directed study in Strategy and Innovation. 2 or 4 cr. Application available on Undergraduate Program website.
  • QST SI 718: Topics in Corporate Strategy and Innovation
    This course serves as a capstone to the concentrated core for the Professional Evening MBA program. The course draws on findings from a number of academic disciplines, especially economics, organization theory, sociology, accounting, and management policy to build a comprehensive understanding of how and why some firms achieve and sustain superior performance. The primary objectives of the course are to: 1) build upon students' foundational understanding of factors that affect organizations' long-run economic performance, 2) refresh students' use of strategy frameworks and analytical tools used for making recommendations to organizations on how they can work towards achieving superior performance, and 3) extend students' knowledge into advanced strategy topics and contemporary issues. The course is designed to develop an integrative view of the firm and its environment, along with appropriate analytical skills. Issues associated with professional ethics and corporate social responsibility are pervasive throughout the curriculum and students are encouraged to incorporate these perspectives in case analysis and classroom discussion. Global strategic management is an important a theme of the course: many of the cases are global companies, students will be challenged to extend the conceptual frameworks and apply any lessons learned to an international context.
  • QST SI 750: Competition, Innovation, and Strategy
    "Competition, Innovation, and Strategy" is an integrative course designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured.
  • QST SI 751: Competition, Innovation, and Strategy
    "Competition, Innovation, and Strategy" is an integrative course designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured.
  • QST SI 814: Intellectual Property Strategies
    Graduate Prerequisites: OB712/713/715, MK713/723/724, QM711/716/717, AC710/711/712, FE717/721/722, or permission of the instructor.
    This course covers the ways in which companies use intellectual property to protect their investments in knowledge assets. Traditionally a concern for technology-intensive businesses, patents, copyrights, trademarks, and trade secrets have become important business tools throughout the knowledge-based economy. A good understanding of what IP assets are and how they work has become essential for managers in all types of organizations. This is not a law course, nor a how-to manual rather it is intended to develop your analytical understanding of fundamental economic and legal aspects of intellectual property systems, and how they drive competition and strategy.
  • QST SI 830: Corporate Strategies for Growth
    Graduate Prerequisites: SI718/750/751
    This course will examine strategies for firm growth that involve expanding the range of the firm's business activities. We will study strategic logics underlying vertical integration, franchising, related and unrelated diversification, alliances, corporate venturing and spinouts, and other such strategies. We will also study the management challenges associated with these strategies, including designing organizational structures and managerial incentives, managing acquisitions, structuring supplier relationships, and fostering organizational cultures.
  • QST SI 835: Real Estate Management
    Graduate Prerequisites: QM711/716/717, OM710/725/726, MK713/723/724, FE717/721/722
    This is an introductory course that covers the basics of real estate investing and managing. Subject materials include mortgages, lenders, forms of ownership, tax laws effecting real property, financial analysis and valuation techniques.
  • QST SI 836: Foundations of Environmental Sustainability
    Graduate Prerequisites: PL714/727/FE730
    The changing relationship between business and the natural environment offers both challenges and opportunities for firms. In this course we will discuss many facets of business, including financing, risk management, measurement, competitive positioning, innovation, and strategy in the context of increasing pressures for improved environmental sustainability. The course will be interactive and discussion-oriented, with a case discussion in most class sessions, supplemented by debates, simulation exercises, visitors, student presentations, discussions of recent news articles, and mini-lectures. The course is appropriate for all students interested in how demands for sustainability will continue to change the business environment.
  • QST SI 839: Design Thinking and Innovation
    This class will examine how managers and leaders can create the conditions for innovation at the individual, team and organizational levels - and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of ideas into new product concepts; and the commercialization of ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver innovations of value. Thus, the course will focus on the practices and processes that mangers need to put in place to enable organizations to execute on an innovation strategy. In doing so, students will evaluate how to balance the challenges of organizing, managing and leading innovation with the need to produce concrete, routine and expected outcomes within the organization. To be innovative, any new idea must resolve the innovation paradox - introducing enough novelty to appeal to new markets while retaining enough familiarity to tap into existing behaviors. Because design and innovation are frequently inseparable in managing this paradox, the class will assess how design contributes to innovation in product, process and business models across industry sectors. The course will also consider the role that all sources of innovation play - including communities, networks, brokers and other forms of open innovation. Students will be asked to reflect upon innovations that have been critical to their lives, and how these innovations were produced and gained market traction. Final group projects will explore how to "rescue" innovations in trouble with turnaround teams.