EMBA Curriculum

Boston University’s Executive MBA program (EMBA) is consciously designed for mid- to senior-level managers with 10+ years of professional experience. At this level, your responsibilities span more than a task or function. You lead across the organization – just as the BU EMBA curriculum does. And you take advantage of a range of tools, approaches, and styles – just as the program faculty do every day.

Thus the Executive MBA curriculum focuses on general management. We take the systems approach to examining and understanding the challenges of business in their full complexities. The leadership and collaboration practiced here prepare you to make executive decisions and develops the knowledge and tools to implement those senior decisions. There is a strong global perspective which is introduced in the first module, developed during an international trip, and then culminates in a final project.

Accelerated, Comprehensive, Integrated

The curriculum components include four highly integrated modules, four topical residence weeks and an international trip delivered over an 18 month program.  Early on, the program sets the standard with a quantitative toolkit course, ensuring everyone is on common ground.

Leadership, Collaboration, Learning in Teams, Self-awareness, Giving and Receiving Feedback
January, Year 1 – June, Year 2

This course spans the entirety of the EMBA program focusing on the key skills, ideas, and behaviors relating to collaborating with and leading others.

  • Just in time learning related to student team projects
  • Understanding of strengths, weaknesses, leadership styles and areas for improvement
  • Creation of a leadership portfolio that develops throughout the program

Leadership, Business as a System, Theory of Firms, Introduction to Program Structure, Frames, and Faculty
January, Year 1

This opening week explores the key challenges and issues that senior leaders face and the skills and competencies they need to act effectively.

  • Learn to frame challenges as leaders of organizations
  • Move away from viewing challenges in the context of technical areas, functions or groups
  • Develop a frame for examining challenges that will anchor learning throughout the program

Financial Accounting Basics and Data Analysis Fundamentals
January, Year 1

An intensive introduction to the basics of quantitative decision-making.

  • Financial Accounting
  • Data Analysis

Industry Analysis (Strategy), Financial Markets, Macroeconomics, Marketing Strategy, Leadership and Collaboration
March – June, Year 1

Focuses on the nature of industries, as they are shaped by larger forces in both their immediate and global environments.

  • Examine key global trends that shape industries – political, economic, technological, and cultural
  • Learn to analyze industries- their nature and movements
  • Be able to think with full complexity about the contextual influences on organizations

Business Law and Ethics
June, Year 1

Students will learn the basic legal rules that most affect their business lives and develop an ethical framework for making ethical decisions.

  • Study the law of contracts, employment, intellectual property, and corporate governance
  • Analyze ethical dilemmas in business
  • Examine the intersection of law and ethics

Financial/Managerial Accounting, Operations, Information Systems, HR Structure and Culture, Leadership and Collaboration
July – September, Year 1

Students will learn to analyze the current status of organizations using several indicators.

  • Diagnose the gaps between performance and function
  • Develop skills to diagnose the gaps between current organizational realities and the aspirational goals of organization leaders

Corporate Investment (Finance), Corporate/Competitive Strategy, Microeconomics, Value Creation (Marketing), Leadership and Collaboration
October, Year 1 – January, Year 2

Students will utilize the knowledge base developed in the first and second modules about the health and wealth of organizations and the trends that shape industries to learn how to create value in the market and position organizations to achieve given aspirations.

  • Understand the strategic nature of corporate investments
  • Learn to create and exploit markets
  • Develop the ability of leaders’ to enable organizations to create value

Multiple Perspectives on Innovation and Change, Leadership and Collaboration
January, Year 2

This week examines the nature of innovative organizations.

  • Learn principles of design thinking
  • Examine the dimensions of and dynamics of innovative cultures
  • Develop the leadership skills and abilities to necessary to change and maintain organizations as innovative entities

Introduction to Working across Global Boundaries and Markets, US/Non-US Organizational Relationships
February – March, Year 2

Global perspective involves a combination of coursework in Boston followed by the international trip.

  • Students focus on various types of relationships that US companies can create with foreign entities including mergers, acquisitions, subsidiaries, joint ventures, divisions
  • Trip provides hands-on experiences with such relationships
  • Leads to the creation and presentation of strategic case studies

Entrepreneurship, Value Delivery (Marketing), Risk Management (Finance), Leadership and Collaboration
March – May, Year 2

Utilizes knowledge of industries and the creation of markets and value to study entrepreneurship.

  • Learn to analyze market niches, create organizational missions, assess and mitigate risks
  • Develop capstone projects

Leadership and Integration of Program Themes
June, Year 2

This week revisits the key challenges and issues facing senior leaders of organizations.

  • Students demonstrate their skills and abilities to analyze and make effective decisions
  • Examine the nature of change in complex organizations

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