Enterprise Management Track

MIT Sloan’s MBA program is excited to announce the launch of our latest Track: Enterprise Management. The goal of the Enterprise Management Track is to develop students’ capability to apply integrated management perspectives and practices in their respective roles within large organizations via innovative classroom and project-based activities. Specifically, skills in marketing, operations, and strategy will be developed into a coherent perspective for cutting-edge performance. The curriculum prepares students for career tracks related to large organizations in the for-profit & not-for-profit sectors such as: consulting (different practices), functional and cross functional positions within large organizations (e.g., rotational management programs, marketing, branding, strategy, supply chain and operations management), product development and innovation management.

Innovative Classroom and Action Learning Projects

The Track retains high flexibility within the program; no more than 50% of the MBA credit requirements are necessary to qualify for a Track certificate. The Track will use MIT Sloan’s signature action-learning curriculum to promote an integrated mindset towards viewing and addressing business issues. Students are broadly trained in the components of management including accounting, marketing, operations, strategy and finance within the context of core requirements. Electives are drawn from Strategy, Management Practices, Industries and Sectors, Business Analytics, Product Development and Innovation, and Global Management. As part of the Track, students may complete a recommended set of courses. The recommended sets of courses linked to specific careers are intended to guide students and signal potential employers. 

The first semester curriculum includes a special project-based seminar in which small teams of students work on live integrative projects sourced from large organizations. The project is coupled with guest speakers who are leading practitioners in their respective fields. Special programs will include seminars with the faculty, practicing managers, and senior consultants, networking events to meet leading practitioners, and cohort treks. A second-year project-based course integrates experiences across the program. Graduates receive a Track certificate in addition to the MBA degree.

Enterprise Management (EM)Track Brochure 

2012-13 Requirements

(subject to change)

Core courses:

Required by the end of 2nd semester
15.900 – Competitive Strategy (Strategic Management) (H1)
15.810 [3-0-6] – Marketing Management
15.761 [4-0-5] – Intro to OPS

Required by the end of 3rd semester
15.401 [4-0-5] – Finance Theory I

Note: Students need to take one of 15.900, 15.810 or 15.761 in their core semester.

Electives (Six Groups)
Overall 4 electives required with at least 1 from Group I and at least 1 from Group II:

I. Advanced (General) Strategy (choose at least one)
15.904 [3-0-3] – Advanced Strategy (H2)
15.821 [3-0-3] – Listening to the Customer (H1)
15.769 [3-0-6] – OPS Strategy
15.903 [3-0-3] – Corporate Strategy and Extended Enterprises (H1)
15.910 [3-0-3] – Innovation Strategy (H2)

II. Management Practices (Choose at least one)
15.386 [3-0-3] – Managing Adversity (H2)
15.387 [3-0-9] – Technology Sales and Sales Management
15.846 [3-0-3] – Branding (H2)
15.818 [3-0-6] – Pricing (H2)
15. 834 [3-0-6] – Marketing Strategy (channels) (H1)
15.013 [3-0-6] – Industrial Economics for Strategic Decisions
15.847 [3-0-6] – Consumer Behavior
15.762 [2-0-4] – Supply Chain Planning (H1)
15.763 [2-0-4] – Manufacturing Systems and Supply Chain Design (H2)
15.874 [3-0-9] – System Dynamics for Business Policy
15.871 [3-0-3] – Intro to System Dynamics (H1)
15.545 [2-0-4] – Mergers & Acquisition: The Market for Corporate (Partial Term)
15.535 [3-0-6] – Business Analysis Using Financial Statements
15.660 [3-0-6] – Strategic Human Resource Management: Design and Execution of HR Resources
15.575 [3-0-9] – Economics of IT

III. Industries/Sectors
15.358 [3-0-6] – The Business of Software and Digital Platforms
15.833 [3-0-3] – Business-to-Business Marketing (H2)
15.768 [3-0-6] – Service Operations: Concepts, Design, and Delivery
15.S03 [Units Arranged] – Intro to Healthcare Delivery in the U.S.: Market & System Challenges
15.141 [3-0-6] – Economics of the Health Care Industries

IV. Business Analytics
15.840 [Units Arranged] – SSIM, Applied Probability in Marketing
15.822 [3-0-3] – Strategic Marketing Measurement (H2)
15.071 [3-0-6] – (The Edge) Decision Technologies for Managers (H1)
15.068 [3-0-6] – Statistical Consulting
15.034 [3-0-6] – Applied Econometrics and Forecasting

V. Product Development and Innovation
15.912 [3-0-3] – Strategic Management of Innovation and Entrepreneurship (Partial Term)
15.356 [3-0-3] – How to Develop Breakthrough Products and Services (H1)
15.369 [3-0-3] – Corporate Entrepreneurship (Partial Term)
15.365 [3-0-6] – Disruptive Technologies:  Predator or Prey
15.914 [2-0-7] – Competitive Dynamics and Strategy - Winning in Technology Markets
15.828 [3-1-5] – Design and Marketing of New Products (H1)
15.783 [3-3-6] – Product Design and Development

VI. Global Management
15.223 [3-0-3] – Global Markets, National Policies and Competitive Advantages to Firms (H1)
15.220 [3-0-3] – International Management (Partial Term)
15.S02 [Units Arranged] – Global Healthcare Delivery and Management

 

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MBA
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George Maverick Bunker Professor of Management