Experiential study of the climate for innovation and determinants of entrepreneurial success. Students work in teams of four with the top management of a company to address real-world business challenges. Students gain insight as to how companies build, run, and scale a new enterprise. Focuses primarily on scale-ups operating in emerging markets. Restricted to MBA students; all other graduate students by permission of instructor only.

M. Jester

M. Fiorenza

S. Johnson

Senior Lecturer and G-Lab Course Manager

Ronald A Kurtz Prof of Entrepreneurship

Global Entrepreneurship Lab

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.

A. Quaadgras

L. Maloney

Senior Lecturer and Director of HSI

Healthcare Lab: Introduction to Healthcare Delivery in the United States

Designed to foster an understanding of how to start a new venture (for-profit and social/development). Details the process from an idea's inception to the development of a successful new venture to deliver products and services enabled by the idea. Explores customer identification, the business/economic models, financial projections, legal and operational issues, and financing alternatives and sources. All sessions taught by persons who have actually launched or have been involved in successful ventures.

J. Hadzima

Senior Lecturer

The Nuts and Bolts of New Ventures

This course offers aspiring student climate tech entrepreneurs a chance to explore ideas and opportunities for startups that address some aspect of climate change. The goal is not to work on a potential venture but rather to explore promising problems and opportunities that can be further developed in a subsequent course or program. Many entrepreneurship programs require students to come up with an idea of what they want to do at the start. This one requires students to finish with an idea of what they want to do at the end.

Each week, we will focus on a theme related to a particular category of climate tech. We will also spend time each week highlighting different professional roles in the world of climate entrepreneurship, including but not limited to founding a company. The format of the course will be a mixture of lectures, guest speakers, and discussion.


B. Soltoff

Identifying Opportunities in Climate Tech

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

N. Stephen

A. Abusharkh

Senior Lecturer/Acad. Head, Enterprise Management

Enterprise Management Lab

Bridges theory and practice, providing students with an immersive research and analysis experience during IAP followed by a classroom segment in the first half of spring term. Students work with leading industry practitioners and a diverse cross-section of students on collaborative teams, focusing on topical, real-world finance research questions posed by the practitioners. Teams then deliver a nuanced analysis and report findings, gaining insight and coaching from the experts. Practitioners represent a range of financial institutions, including investment management, hedge funds, private equity, venture capital, risk, and consulting. Examples of project topics include equity and fixed income research, trading, risk analysis, venture capital valuation, private equity due diligence, and fundamental industry analysis. Application required; restricted to MIT students.

G. Rao

N. Suyo

B. Vartak

Lecturer

Finance Research Practicum

Experiential study of the innovation and entrepreneurial ecosystem in the Middle East and North Africa leveraging on the historic Abraham Accords. Explores the role of entrepreneurs, venture capitalists, MNCs, universities, and governments. Teaches the McKinsey process for successful consulting engagements and what makes for high performing teams. Students travel to the Middle East during IAP to work with and consult for host companies on strategic managerial issues in tech industries. Includes an opportunity to work with executives at startup ventures looking to scale their businesses and to engage with their venture capitalist backers.

J. Cohen

M. Marzano

Senior Lecturer, Accounting,Ethics & Law

Israel Lab: Startup Nation's Entrepreneurship and Innovation Ecosystem

This course provides frameworks, tools, and case studies (both written and “live” with guest speakers), that provide perspective and guidance to operations leaders of new and growing ventures. The course builds a framework for 'nailing' ($0 --> $1) and 'scaling' ($1 --> $10M) the Operations Management capabilities required for success. We'll focus on the design, planning, control, and improvement of processes and systems to establish sound operations, to support the startup phase of the business, then drive scale.  

Once an organization has successfully “nailed” its value proposition, scaling operations capabilities, in parallel with sales and marketing growth, presents challenges that differ significantly from those in the earliest exploratory stages of the organization, and from the operational challenges of a mature organization. We'll tackle the operations scaling challenges directly, and examine them with a variety of operational viewpoints -- scaling with process design, professionalization, manufacturing flexibility, pivoting, outsourcing, capital, supply chain, quality assurance, inventory and capacity investment, service delivery, cost management, measurement systems — as well as the interplay between the operations functions and the overall organization and business model design. The conceptual material will be complemented by the case studies and guest speakers, to bring these scaling playbooks to life.

Operational Excellence for Entrepreneurs

Project-based course offering the opportunity to experience startup life in a low stakes environment while contributing strategic value to early-stage ventures. Students secure a startup project of their choice or work with a startup pre-selected by the action learning team. Startups represent a range of industries and, while concentrated in the Boston area, may also come from other parts of the US. Students cannot drop course once project commences.

What is DE Lab? 
Disciplined Entrepreneurship Lab (DE Lab) offers students the opportunity to enhance and apply their understanding of the fundamentals of entrepreneurship by engaging in a full-time project with a startup over a period of 3-4 weeks during IAP in January. The course builds on the academic framework of Disciplined Entrepreneurship: 24 Steps to a Successful Startup and its application in a real-world environment.

Potential projects include, but are not limited to:
- Identifying new markets
- Entering new markets
- Launching a product
- Developing a sales strategy

Students may also provide general support to the startup over the course of the Lab.

FORMS

Student interest form:
https://airtable.com/appou1sElBRmegqO9/shrIUMXtwngglnKLN

Student sign-up form:
https://airtable.com/appou1sElBRmegqO9/shr5OZhJvOI72A0JI

Company sign-up form:
https://airtable.com/appou1sElBRmegqO9/shrNmY8HT5kFoSJcp

SCHEDULE
- Kickoff: First week of IAP via Zoom (details to follow)
- Final Presentations: End of IAP (details to follow)
- Credits: 6

INFORMATION FOR STUDENTS 
The class provides students with a real-life application of the Disciplined Entrepreneurship framework by working with a startup of their choice for 3-4 weeks throughout January. Key dates for students include a kick-off call on the first week of IAP via Zoom (details to follow) and final presentations at the conclusion of DE Lab (details to follow).

How many credits is the class? 
The class is 6 credits.

Does the internship have to be in-person or can it be virtual? 
The set-up of the internship will depend on your final agreement with the host company.

Can I source my own company to work for? 
Yes! Students are encouraged to source their own host companies to maximize their learning from the class.   

Companies can sign up here, including student companies:
https://airtable.com/appou1sElBRmegqO9/shrNmY8HT5kFoSJcp

When will the list of host companies be published? 
We are planning to share the list of host companies by mid-November.

Is DE Lab open to non-MBA / non-Sloan students? 
Yes, DE Lab is open to students outside of the MBA / Sloan.

Do I have to be present in-person for the kick-off call? 
The kick-off call will be hosted on Zoom.

What is the expected workload? 
In general, DE Lab requires you to work with a startup for 40 hours per week over a period of three weeks.

What are the deliverables for the class? 
Students are required to attend the kick-off session, submit a midterm reflection memo (2-3 pages), and do a final presentation (5 minutes, 5 slides).

What is the structure of the final presentation? 
The final presentation will be a 5-minute, 5-slide presentation. Further instructions will be made available at a later stage.

What is the format of the final presentation? 
The final presentations are to be delivered in-person. However, in case of class schedule conflicts, students may submit pre-recorded videos.

Can I work for my own startup? 
Unfortunately no, DE Lab does not allow students to work on their own startup as part of the class.

What is the matching process? 
Students will be required to reach out to their startup of choice and agree on the structure of their DE Lab internship individually. This also applies to companies that are included on the host company list.

At what stages and from what industries are the companies? 
There is no limitation with regard to the industry and past startups have covered a wide array of different industries. In terms of stage, DE Lab is primarily focused on startups in pre-seed, seed, and series A stages.

Can I get paid for my internship? 
No, DE Lab requires the internship to be strictly academic and does not allow for any kind of compensation. You will receive 6 academic credits upon completion of the Lab.

Who can I contact with further questions? 
Please reach out to Kwang Jun Lee (klee21@mit.edu).

INFORMATION FOR HOST COMPANIES

DE Lab is hosted by Bill Aulet and Paul Cheek from The Martin Trust Center for MIT Entrepreneurship and offers you the opportunity to work with a student intern from MIT on a real-life project and to build connections with entrepreneurial-minded MIT students.

The project will take place during January and students typically work 40 hours per week for 3-4 weeks with their startup of choice. Students will receive a list of host companies and reach out to their preferred companies. Please note that, as students will select their startups independently, signing up to be a host company does not guarantee a match with a student. 

Companies can sign up for the Lab using this link:
https://airtable.com/appou1sElBRmegqO9/shrNmY8HT5kFoSJcp

When does the internship take place? 
The internship will be conducted during the Sloan IAP period which typically runs from January until early-February. The exact length and timing of the internship can be decided individually between host companies and students.

What is the format of the internship? 
Students typically work with their host companies 40 hours per week for a period of 3-4 weeks. The details are to be agreed upon between the host company and the student on an individual basis. The internship can take place either virtually or in-person, which is also up to the discretion of the parties involved.

How does the matching process work? 
Students will be provided with a list of interested companies by mid-November. Afterwards, they will reach out to their preferred companies to begin the interview process for the internship. Please note that signing up for the Lab does not guarantee that your company will have a match.

Do I have to pay my intern? 
No, DE Lab requires the internship to be purely academic and does not allow for any kind of compensation of the student.

Do I have to have a specific project to participate in DE Lab? 
No, companies do not have to have a specific project in mind to participate in DE Lab. However, to facilitate the matching process with students, our sign-up form includes a short paragraph about the work the student intern will be doing over the course of the Lab.

What kind of companies is DE Lab looking for? 
DE Lab is open to companies from all kinds of industries. Given our focus on entrepreneurship, we generally focus on companies in pre-seed, seed, or series A stages. However, you are still encouraged to sign up for the Lab even if your company is slightly more mature.

Do I have to be MIT-affiliated to participate in DE Lab? 
No, we encourage all startups to sign up for DE Lab, regardless of MIT affiliation.

What happens if I no longer have capacity for a student intern? 
Please contact Kwang Jun Lee (klee21@mit.edu) to take your company off the host company list.

Who can I contact if I have further questions? 
Please reach out to Megan Hung - mhung25@mit.edu

W. Aulet

Y. Lopez

Professor of the Practice

Disciplined Entrepreneurship Lab

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 Fellows students.

S. Stern

Professor

Entrepreneurial Strategy (EMBA and Sloan Fellows only)

Addresses key questions that are central to the funding and growth of high-tech start-up firms, such as how to value entrepreneurial firms using different valuation methods, and how to negotiate investor term sheets and convertible notes. Discusses the trade-off between different exit options for start-up firms. Aims to prepare students for these decisions from the perspective of entrepreneurs and venture capitalists. Restricted to MIT Executive MBA and Sloan Fellows students.

Students in teams accepted to the MITdesignX accelerator begin work on their ventures in this intense two-week bootcamp. Participants identify the needs and problems that demonstrate the demand for their innovative technology, policy, products, and/or services. They research and investigate various markets and stakeholders pertinent to their ventures, and begin to test their ideas and thesis in real-world interviews and interactions. Subject presented in workshop format, giving teams the chance to jump-start their ventures together with a cohort of people working on ideas that span the realm of design, planning real estate, and the human environment. Registration limited to students accepted to the MITdesignX accelerator in the fall.

G. Rosenzweig

DesignX Entrepreneurship

Adds an action learning component to 15.785. Students are matched with partner companies and contribute (over IAP) to a PM-related project at the company. Students must register for both IAP and spring to receive credit and participate in the company project.

C. Fine

A. Brandner

Chrysler Leaders for Manufacturing Professor

Digital Product Management with Lab

What is StartMIT?
For students who are interested in exploring entrepreneurship while here in school and are looking for an entry point, StartMIT is a 2-½ week course held every January during Independent Activities Period (IAP). We call the course “your on-ramp to the entrepreneurial world at MIT.”

Who is StartMIT for?
If you are someone who has been looking to get started on an idea that’s been ruminating, explore the commercialization of a technology that you’ve been working on in the lab, or simply better understand what forming a new venture looks and feels like, StartMIT is right for you.

The course is open to any student on campus (including post-docs) who is looking to gain more exposure to entrepreneurship in a peer environment. The main activities of StartMIT are:

Networking with your peers
Listening to our guest entrepreneur speakers
Doing independent exercises to apply what you’ve learned
Working with small groups on your entrepreneurial ideas
1:1 support with MIT Entrepreneurs in Residence

StartMIT Daily Themes
Day 1 – “Welcome to StartMIT”
Day 2 – “Ideation”
Day 3 – “Creating your initial team”
Day 4 – “Customer”
Day 5 – “Product”
Day 6 – “Go to market”
Day 7 – “Financials”
Day 8 – “Entrepreneurial life”
Day 9 – Trip to New York City
Day 10 – Holiday – no class
Day 11 – “Pitching”
Day 12 – “The innovator’s journey”
Last Day – “MIT entrepreneurial ecosystem / Final presentations / Networking”

More Information
https://entrepreneurship.mit.edu/startmit-iap/

Timeline
Applications Open:  end of October
Application Deadline: week before Thanksgiving break
Info Sessions: late October
Acceptance Status: the week after Thanksgiving
Participation Confirmation: a few days following acceptance status sent out
Start Dates: first Tuesday of January
Holiday: Martin Luther King, Jr. Monday
End Dates: third Thursday of January

Note:  Exact dates posted here as get closer to the deadline
https://entrepreneurship.mit.edu/startmit-iap/

Testimonials

“StartMIT is a great opportunity to get rid of the inertia that holds you back from starting a start-up!”

“StartMIT gave me a holistic view on entrepreneurship and made me think about potential business ideas. Every speaker and organizer was down to earth and enthusiastic about entrepreneurship. It was really nice to see such people and interact with them closely.”

“A fantastic crash-course on real-world entrepreneurship led by a multitude of diverse entrepreneurial experts and practitioners.”

“A rapid fire how-to introduction to entrepreneurship.”

FAQ

Who is eligible to participate in StartMIT?
Any current student who is curious about entrepreneurship and is looking for an introduction to the skill set and spirit it requires. This is inclusive of undergraduate students, graduate students, and post-docs.

Can I apply if I am not currently enrolled at MIT?
Yes. We will consider non-MIT students if space permits.

Do I have to have a startup idea to participate?
Absolutely not!

StartMIT is meant for anyone that is curious to learn more about entrepreneurship in general. Whether you are just curious or have an idea and are ready to go, this course will allow further exploration. Whether you wish to utilize an entrepreneurial skill set to be a founder, work in a lab, invest, pursue a side project, or dive into the corporate world, we believe this course will be beneficial in each of those pursuits and welcome you all!

What are the logistics of StartMIT?
StartMIT is a two-and-a-half-week course that takes place on weekdays during IAP every January.
The day begins at 9:00 am, typically includes talks and workshops, a one-hour break for lunch, and concludes by 4:00 pm.
StartMIT will be held in person on campus (room TBA)
What can I expect to learn and who can I expect to hear from?
We will give you a crash course in entrepreneurship, including an introduction to the skill set and spirit it requires. We hope that by the end of the course you’ll have a better understanding of your desired entrepreneurial path, and also the resources available to support you in that journey at MIT and beyond.

You’ll hear from a large number of both faculty and practitioners from the Boston ecosystem and beyond. 

Can I take this course for credit?
Yes, but it is not required.

What is my mentor for?
All full-time participants will be eligible to be matched with a mentor based on your industry or field of interest. A mentor’s role is to guide you through the course: to answer questions that arise during your time in StartMIT, and provide feedback on any entrepreneurial idea you want to pursue. Mentors will make themselves available up to three times throughout the course of the program (either in person or remotely).

What is the application deadline?  
See above for the calendar. The deadline will be announced in the fall, but is usually the week before Thanksgiving break.

When will I know if I’m accepted into the program?
We aim to inform students of their acceptance status no later than the end of the week after Thanksgiving break.

StartMIT sounds awesome!  Where can I apply?
Applications will open in late October on our Orbit platform.

I have more questions.  Who can I contact?
Email us at startmit@mit.edu

What is StartMIT?
For students who are interested in exploring entrepreneurship while here in school and are looking for an entry point, StartMIT is a 2-½ week course held every January during Independent Activities Period (IAP). We call the course “your on-ramp to the entrepreneurial world at MIT.”

Who is StartMIT for?
If you are someone who has been looking to get started on an idea that’s been ruminating, explore the commercialization of a technology that you’ve been working on in the lab, or simply better understand what forming a new venture looks and feels like, StartMIT is right for you.

The course is open to any student on campus (including post-docs) who is looking to gain more exposure to entrepreneurship in a peer environment. The main activities of StartMIT are:

Networking with your peers
Listening to our guest entrepreneur speakers
Doing independent exercises to apply what you’ve learned
Working with small groups on your entrepreneurial ideas
1:1 support with MIT Entrepreneurs in Residence

StartMIT Daily Themes
Day 1 – “Welcome to StartMIT”
Day 2 – “Ideation”
Day 3 – “Creating your initial team”
Day 4 – “Customer”
Day 5 – “Product”
Day 6 – “Go to market”
Day 7 – “Financials”
Day 8 – “Entrepreneurial life”
Day 9 – Trip to New York City
Day 10 – Holiday – no class
Day 11 – “Pitching”
Day 12 – “The innovator’s journey”
Last Day – “MIT entrepreneurial ecosystem / Final presentations / Networking”

More Information
https://entrepreneurship.mit.edu/startmit-iap/

Timeline
Applications Open:  end of October
Application Deadline: week before Thanksgiving break
Info Sessions: late October
Acceptance Status: the week after Thanksgiving
Participation Confirmation: a few days following acceptance status sent out
Start Dates: first Tuesday of January
Holiday: Martin Luther King, Jr. Monday
End Dates: third Thursday of January

Note:  Exact dates posted here as get closer to the deadline
https://entrepreneurship.mit.edu/startmit-iap/

Testimonials

“StartMIT is a great opportunity to get rid of the inertia that holds you back from starting a start-up!”

“StartMIT gave me a holistic view on entrepreneurship and made me think about potential business ideas. Every speaker and organizer was down to earth and enthusiastic about entrepreneurship. It was really nice to see such people and interact with them closely.”

“A fantastic crash-course on real-world entrepreneurship led by a multitude of diverse entrepreneurial experts and practitioners.”

“A rapid fire how-to introduction to entrepreneurship.”

FAQ

Who is eligible to participate in StartMIT?
Any current student who is curious about entrepreneurship and is looking for an introduction to the skill set and spirit it requires. This is inclusive of undergraduate students, graduate students, and post-docs.

Can I apply if I am not currently enrolled at MIT?
Yes. We will consider non-MIT students if space permits.

If you're applying for StartMIT, and don't have an mit.edu email address, please add your name to the Orbit waitlist at the bottom of the orbit.mit.edu/login page and we'll send you instructions to join.  For the Orbit waitlist, please add "StartMIT" for the last question on your "specific event, program, or class", so we can expedite.

Do I have to have a startup idea to participate?
Absolutely not!

StartMIT is meant for anyone that is curious to learn more about entrepreneurship in general. Whether you are just curious or have an idea and are ready to go, this course will allow further exploration. Whether you wish to utilize an entrepreneurial skill set to be a founder, work in a lab, invest, pursue a side project, or dive into the corporate world, we believe this course will be beneficial in each of those pursuits and welcome you all!

What are the logistics of StartMIT?
StartMIT is a two-and-a-half-week course that takes place on weekdays during IAP every January.
The day begins at 9:00 am, typically includes talks and workshops, a one-hour break for lunch, and concludes by 4:00 pm.
StartMIT will be held in person on campus (room TBA)
What can I expect to learn and who can I expect to hear from?
We will give you a crash course in entrepreneurship, including an introduction to the skill set and spirit it requires. We hope that by the end of the course you’ll have a better understanding of your desired entrepreneurial path, and also the resources available to support you in that journey at MIT and beyond.

You’ll hear from a large number of both faculty and practitioners from the Boston ecosystem and beyond. 

Can I take this course for credit?
Yes, but it is not required.

What is my mentor for?
All full-time participants will be eligible to be matched with a mentor based on your industry or field of interest. A mentor’s role is to guide you through the course: to answer questions that arise during your time in StartMIT, and provide feedback on any entrepreneurial idea you want to pursue. Mentors will make themselves available up to three times throughout the course of the program (either in person or remotely).

What is the application deadline?  
See above for the calendar. The deadline will be announced in the fall, but is usually the week before Thanksgiving break.

When will I know if I’m accepted into the program?
We aim to inform students of their acceptance status no later than the end of the week after Thanksgiving break.

StartMIT sounds awesome!  Where can I apply?
Applications will open in late October on our Orbit platform.

I have more questions.  Who can I contact?
Email us at startmit@mit.edu

StartMIT: Workshop for Entrepreneurs and Innovators

S. Neal

Run jointly between MIT Department of Urban Studies and Planning (dusp.mit.edu) and the Martin Trust Center for MIT Entrepreneurship, this is an immersive, student-led academic trip across the American southeast, which explores the history of the civil rights movement, as well as its contemporary legacy. 

The purpose of this course is to bear witness to the civil rights movement by walking in the footsteps of those who put their lives on the line to fight for racial freedom and justice to deepen each student’s understanding of systemic inequality, improve their perspective on effective leadership and entrepreneurship, and develop their ability to craft solutions with a diversity equity and inclusion lenses. 

Course includes a trip over IAP. Application based.

<a href="https://entrepreneurship.mit.edu/civil-rights-immersion-trip/" target="_blank">https://entrepreneurship.mit.edu/civil-rights-immersion-trip/</a>

Civil Rights Immersion Course

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 design thinking, 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. In person not required. Engineering students accepted via lottery based on WebSIS pre-registration.



Product Design and Development

Integration of design, engineering, and management disciplines and practices for analysis and design of manufacturing enterprises. Emphasis is on the physics and stochastic nature of manufacturing processes and systems, and their effects on quality, rate, cost, and flexibility. Topics include process physics and control, design for manufacturing, and manufacturing systems. Group project requires design and fabrication of parts using mass-production and assembly methods to produce a product in quantity. Six units may be applied to the General Institute Lab Requirement. Satisfies 6 units of Institute Laboratory credit. Enrollment may be limited due to laboratory capacity; preference to Course 2 majors and minors.

K. Becker

Assistant Professor

Design and Manufacturing II

Venture Engineering - 2.912J / 3.085J/ 15.373J

This course provides an integrated approach to the development and growth of new innovative ventures. 

The course is intended for MIT undergraduates who seek to leverage their engineering and science background through innovation - driven entrepreneurship. It serves as a foundational class for the MIT School of Engineering Entrepreneurship Certificate.  It is also as one of the two required courses for the MIT Innovation and Entrepreneurship Minor.

The course is designed to be a fun but also rigorous and comprehensive view of not just new venture creation but also what it takes to be successful in the different forms of entrepreneurship, which is more than just founding startups. It is a mindset, skill-set and way of operating that will benefit you no matter what you do going forward.

The course is intended for undergraduates with a strong technical background but does not assume prior business or management experience. The course can be taken as a stand alone course and the student will receive benefit. It is also highly complementary to and serves as a strong foundation for a range of innovation and entrepreneurship courses around MIT. 

The course is particularly appropriate for a student who like to found or join a start-up company at some point in their career but it also gives you the confidence and capacity to be an entrepreneur inside existing organizations which is what will increase your career velocity, even if you chose to stay in academia.

The course combines interactive lectures, in class exercises and competitions, and team projects. The course leverages both academic research and the most current practical implementation to create an experiential but also rigorous educational experience for students to better understand and  become innovation-driven entrepreneurs in the best place in the world to do this – MIT. The class is highly interactive. 

B. Aulet

E. Fitzgerald

Merton C. Flemings SMA Professor, DMSE

Venture Engineering

Covers a broad range of topics in modern manufacturing, from models and structures for 21st-century operations, to case studies in leadership from the shop floor to the executive office. Also includes global perspectives from Asia, Europe and North America, with guest speakers from all three regions. Explores opportunities for new ventures in manufacturing. Intended primarily for Master of Engineering in Manufacturing students.

J. Pacheco

Professional Seminar in Global Manufacturing Innovation and Entrepreneurship

Project-based introduction to product development and engineering design. Emphasizes key elements of the design process, including defining design problems, generating ideas, and building solutions. Presents a range of design techniques to help students think about, evaluate, and communicate designs, from sketching to physical prototyping, as well as other types of modeling. Students work both individually and in teams.

M. Yang

Deputy Dean SoE/Professor

Introduction to Design

Provides an intense project-based learning experience around the design of medical devices with foci ranging from mechanical to electro mechanical to electronics. Projects motivated by real-world clinical challenges provided by sponsors and clinicians who also help mentor teams. Covers the design process, project management, and fundamentals of mechanical and electrical circuit and sensor design. Students work in small teams to execute a substantial term project, with emphasis placed upon developing creative designs -- via a deterministic design process -- that are developed and optimized using analytical techniques. Includes mandatory lab. Instruction and practice in written and oral communication provided. Students taking graduate version complete additional assignments. Enrollment limited.

A. Slocum

Prof, Mech Eng, ESG Director, MacVicar Fellow

Medical Device Design

Introduction to the substance and process of funding technology startups. Topics include a comparative analysis of various sources of capital; templates to identify the optimal investor; legal frameworks, US and offshore, of the investment process and its related jargon; an introduction to understanding venture capital as a business; and market practice and standards for term sheet negotiation. Emphasizes strategy as well as tactics necessary to negotiate and build effective, long-term relationships with investors, particularly venture capital firms (VCs).

Money for Startups

Provides an intense project-based learning experience around the design of medical devices with foci ranging from mechanical to electro mechanical to electronics. Projects motivated by real-world clinical challenges provided by sponsors and clinicians who also help mentor teams. Covers the design process, project management, and fundamentals of mechanical and electrical circuit and sensor design. Students work in small teams to execute a substantial term project, with emphasis placed upon developing creative designs &mdash; via a deterministic design process &mdash; that are developed and optimized using analytical techniques. Includes mandatory lab. Instruction and practice in written and oral communication provided. Students taking graduate version complete additional assignments. Enrollment limited.

G. Traverso

N. Hanumara

Associate Professor

Explores in depth projects on a particular materials-based technology. Investigates the science and technology of materials advances and their strategic value, explore potential applications for fundamental advances, and determine intellectual property related to the materials technology and applications. Students map progress with presentations, and are expected to create an end-of-term document enveloping technology, intellectual property, applications, and potential commercialization. Lectures cover aspects of technology, innovation, entrepreneurship, intellectual property, and commercialization of fundamental technologies.

Innovation and Commercialization

Examines the future of sports technology across technical disciplines, including mechanical design, biomechanics, quantified self, sports analytics, and business strategies. Includes visits by leaders in the field to discuss various industries, career pathways, and opportunities for innovation in the field. Projects explore and potentially kickoff larger research and/or entrepreneurial initiatives.

Sports Technology: Engineering & Innovation

Introduces the fundamental process of innovating and its role in promoting growth and prosperity. Exposes students to innovation through team projects as a structured process, while developing skills to handle multiple uncertainties simultaneously. Provides training to address these uncertainties through research methods in the contexts of materials technology development, market applications, industry structure, intellectual property, and other factors. Case studies place the project in a context of historical innovations with worldwide impact. Combination of projects and real-world cases help students identify how they can impact the world through innovation.

Innovation and Commercialization of Materials Technology

Provides a rigorous, but not overly technical introduction to the economic theory of organization together with a varying set of applications. Addresses incentives, control, relationships, decision processes, and organizational culture and performance. Introduces selected fundamentals of game theory. Students taking graduate version complete additional assignments. Limited to 60.

R. Gibbons

Sloan Distinguished Professor of Management

Economics of Incentives: Theory and Applications

S. Loessberg

Covers the new types of drugs and other therapeutics in current practice and under development, the financing and business structures of early-stage biotechnology companies, and the evaluation of their risk/reward profiles. Includes a series of live case studies with industry leaders of both established and emerging biotechnology companies as guest speakers, focusing on the underlying science and engineering as well as core financing and business issues. Students must possess a basic background in cellular and molecular biology.

H. Lodish

J. Chen

A. Koehler

A. Lo

Professor & Member of WI

Charles E. and Susan T. Harris Professor

Science and Business of Biotechnology

In order to be successful, an entrepreneur and their founding team must not only be able to create and deliver value to a segment of customers, but also must be able to build an effective organization in order to sustainably do so.  The course centers on the key organizational and strategic decisions in founding and building a new venture. It aims to inform students on the trade-offs and consequences of these early decisions on the founders, their team, and the venture’s performance and to equip them with tools to navigate these complex organizational challenges more effectively.  Though the primary decision maker in the course will be a member of the founding team, the perspective of early-hires and investors will also be taken to understand the broader implications of the founder’s decisions on the venture.

The course is a complement to New Enterprises (15.390) and Entrepreneurial Strategy (15.911), as well as the entrepreneurship courses and activities in the broader MIT Sloan and Trust Center ecosystem. This course is designed to be particularly appropriate for those considering:

• Founding a new venture
• Joining an early-stage start-up
• Evaluating start-ups (and founding teams)

The course is highly interactive. It combines lectures, case analyses, activities, and direct engagement with start-up founders and their teams. The course is divided into three parts:

1) Co-Founding a Venture: What is it actually like to be a founder? How should you choose a co-founder? How do you decide on roles? Is there a correct way to split equity and craft a founders’ agreement?
 
2) Establishing an Early Team: How should an early-stage venture approach sequencing early hires? How do you determine if a startup is a good fit for you to join? How do you have the difficult conversations necessary to manage a startup team? How do you effectively build out an organization? How do you coach your employees? And, when necessary, fire them?

3) Growing Your Venture: How should your entrepreneurial identity and motivations affect the investment choices you make? Who should you choose (and not choose) as your investors? How do you work productively with your board? When and how will you leave your company?

E. Scott

Entrepreneurial Founding and Teams

Introduction to finance from the perspective of business people and finance professionals. Designed to build effective decision-making skills based on sound financial knowledge, focusing on areas such as day-to-day operational issues and management, launching a startup, or negotiating option bonuses. Provides a firm grounding in the modern financial analysis underlying any decision, through three core themes: determining the value of a project, deciding how to finance a project, and managing its risk. Students also hone their ability to negotiate skillfully and speak intelligently about finance. Meets with 15.417 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Some sections are restricted to graduate students only without the permission of the instructor. See syllabus url for further details.

L. Schmidt

T. Tomunen

L. Walker

Visiting Assistant Professor

Managerial Finance

New Enterprises covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise.

Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up.

Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process.

Entrepreneurship 101: Systematic Approach to New Venture Creation (formerly New Enterprises) covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise.

Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up.

Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process.

P. Cheek

J. Pless

Entrepreneurship 101: Systematic Approach to New Venture Creation

Project-based subject, in which teams of students from MIT and surrounding colleges work with startups on problems of strategic importance to the venture. Provides an introduction to entrepreneurship, and the action learning component allows students to apply their academic knowledge to the problems faced by entrepreneurial firms. Popular sectors include software, hardware, robotics, clean technology, and life sciences. Meets with 15.3991 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details.

K. Hickey

Entrepreneurship Lab

Addresses the practical steps that can be taken to make existing organizations (corporations, non-profits, government, etc.) become more entrepreneurial. Uses a systematic approach to integrate lectures, exercises, guest speakers, and a team project. Application required.

Corporate Entrepreneurship

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

N. Jean

General Motors LGO Professor of Management

Provides a solid grounding in what managers need to know about how law shapes opportunities and risks for the businesses they manage and their own careers. Enhances leadership skills for navigating critical law-sensitive junctures that managers encounter in young and mature companies. Explores the legal frameworks of contracts and deals; litigation and liability; employment and changing jobs; regulation and criminal sanctions; complex transactions, including public and private mergers and acquisitions; finance and private equity; distress, reorganization, and bankruptcy; cutting-edge digital technologies; and effective use of IP. No prior knowledge of law expected. Meets with 15.6151 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version.

J. Akula

M. Manning

Essential Law for Business

Building on our action-oriented approach, we also want participating students – from MIT and beyond – to be able to use the class to create actionable plans. You can shape your final assignment to be a plan for your next job, a pitch to an organization, or a call to action for a community. By the last week of the class (ie 18 May), we hope that some of you will share your final assignments publicly, so as to encourage and inspire others.

Now is a time to consciously build ‘inclusion’ into the innovation ecosystems we care about, especially as they will be key to helping our regional economies out of the Covid recession in 2021. Let’s make sure this recovery is more inclusive than the one a decade ago, the one that left people and places behind.

So, whether you wish to focus on Roxbury or Rwanda, Greater Boston or Great Britain (or you just don’t know yet!), we hope you will consider joining us in our iEco4REAL class in the Spring. Our first two sessions, on Tuesdays 16 and 23 Feb (530-830pm) will be totally ‘on-line’, but we then transition to a hybrid format, with us at MIT teaching ‘in-person’ (joined by those able/willing/allowed to access the MIT campus).

Innovation Ecosystems (iEco) for Regional Entrepreneurship-Acceleration Leaders (4REAL) is a practical MIT course aimed at students wishing for a research-based but action-oriented understanding of how to accelerate innovation-driven entrepreneurship and build vibrant regional economies. It takes as its starting point the innovation-driven entrepreneurship ecosystems (iEcosystems) that have served as the foundation of many successful regions since the first industrial revolution, and now characterize places such as Silicon Valley, Boston/Cambridge, London, Israel and Singapore.


The course takes the perspective of five critical stakeholders: entrepreneurs, risk capital providers, and universities, as well as policymakers (government) and large corporations. It provides frameworks for understanding the strengths and weaknesses of innovation-driven entrepreneurship in particular regions, and then focuses on interventions – programs and policies – that can be designed and implemented across regional economies worldwide.

The course also takes a systematic approach to assessing the metrics of ‘innovation-driven entrepreneurship’ ecosystems (iEcosystems). Our recent Working Paper is published to seek feedback from researchers, practitioners, decision-makers, and students in our IEco4REAL class!



P. Budden

R. Harrington

Regional Entrepreneurship Acceleration Leaders (REAL)

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.

T. Roemer

T. Anthony

Sr Lecturer; Director, MIT LGO program

Operations Lab

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.

F. Murray

D. Tarpley

Assoc Dean/Professor/Faculty Dir

Innovation-Driven Entrepreneurial Advantage

Surveys key strategic decisions faced by managers, investors and scientists at each stage in the value chain of the life science industry. Aims to develop students' ability to understand and effectively assess these strategic challenges. Focuses on the biotech sector, with additional examples from the digital health and precision medicine industries. Includes case studies, analytical models, and detailed quantitative analysis. Intended for students interested in building a life science company or working in the sector as a manager, consultant, analyst, or investor. Provides analytical background to the industry for biological and biomedical scientists, engineers and physicians with an interest in understanding the commercial dynamics of the life sciences or the commercial potential of their research.

J. Fleming

A. Zarur

Strategic Decision Making in Life Science Ventures

Explores various career paths within the finance industry, from private equity to public policy, FinTech to social impact, investment banking to investment management, corporate finance to venture capital. Students engage with industry professionals about the challenges they face and how their part of the industry is changing. They also network with peers to discover the challenges and rewards associated with various careers, and explore how coursework connects with industry practice. Priority given in the fall term to MBA students in the MIT Sloan Finance Certificate program.

T. Bertsekas

S. Bishop

Lecturer and Head of the Finance Track

Introduction to the Practice of Finance

New Enterprises covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise.

Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up.

Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process.



New Enterprises

GSD is an intensive, project-based course and is the most advanced for-credit class in the Entrepreneurship and Innovation track.  It is designed for any startup team across campus who is already working on building a new, high-impact venture.  Teams will learn to apply advanced entrepreneurial techniques to build and iterate their venture over the course of the semester in a time-compressed manner, in a respectful community of peers and with intensive 1 on 1 coaching.  

You’re a good match for Track #2 if your team:
- have been working on this venture together for at least one semester;
- have taken “New Enterprises” 15.390;
- have run tactical experiments, and have implemented metrics based on these experiments.

Teams in Track #2 are looking for accountability, a small cohort setting, and motivation to push your venture forward at a rapid pace while dealing with the typical noise and distractions of a semester.

Track #2 consists of weekly lessons, class discussions, homework, and 1:1 mentorship.
- All teams interested in being part of Track #2 will pitch their ventures on Monday, September 13th.
- Only 6 teams will be accepted following these pitches.
- At least two team members from your venture must be available to participate in the class.
- No solo founders may take part in Track #2.

If interested in GSD, please apply here - https://orbit.mit.edu/applications/gsdfall2023

More information here: https://entrepreneurship.mit.edu/an-inside-look-at-gsd/

GSD is an intensive, project-based course and is the most advanced for-credit class in the Entrepreneurship and Innovation track.  It is designed for any startup team across campus who is already working on building a new, high-impact venture.  Teams will learn to apply advanced entrepreneurial techniques to build and iterate their venture over the course of the semester in a time-compressed manner, in a respectful community of peers and with intensive 1 on 1 coaching.  

You’re a good match for Track #2 if your team:
- have been working on this venture together for at least one semester;
- have taken “New Enterprises” 15.390;
- have run tactical experiments, and have implemented metrics based on these experiments.

Teams in Track #2 are looking for accountability, a small cohort setting, and motivation to push your venture forward at a rapid pace while dealing with the typical noise and distractions of a semester.

Track #2 consists of weekly lessons, class discussions, homework, and 1:1 mentorship.
- All teams interested in being part of Track #2 will pitch their ventures 
- Only 6 teams will be accepted following these pitches.
- At least two team members from your venture must be available to participate in the class.
- No solo founders may take part in Track #2.

If interested in GSD, please apply here:
https://orbit.mit.edu/applications/gsdspring2025

More information here: 
https://entrepreneurship.mit.edu/an-inside-look-at-gsd/

K. Ligris

K. Johnson

K. Arnold

Building an Entrepreneurial Venture: Advanced Tools and Techniques (GSD)

Healthcare Ventures explores the process of early-stage healthcare venture creation and models the process of entrepreneurship, amid navigating healthcare’s complexities. The course is an opportunity for those who seek careers at the intersection of healthcare innovation, medical technology startups, global health and healthcare venture capital. This course lends a taste of the process needed to discover, evaluate, and test new technologies and business models with broad potential to impact human health. 

Course content and process have taken principles from MIT Hacking Medicine, Product-Market Fit, Human-Centered Design Thinking, Agile Sprints, Business Model Canvas and tailored them to the complexities and tectonic shifts of healthcare, both in the US and globally. An emphasis will be placed on understanding the Business Models and Economic Buyers for your healthcare innovation while developing a plan to design and launch a product or service.

Outside Speakers
Over half of the classes will include outside speakers from startups, venture capital, healthcare systems, government, pharma and med tech. Past years speakers included Google Ventures, PillPack/Amazon, Sequoia Capital, MIT Engine Fund, Blue Cross, Bain Capital, IDEO, Aetna, Fidelity, True Ventures, Verily/GoogleX, GE Ventures, Langer Lab, HHS, Atrius Health ACO.

Your Project/Venture/Problem Idea
If you have already conceptualized or done preliminary work around a potential solution for a pain point in healthcare, the Healthcare Ventures faculty invites you to share it with us for consideration as one of the class projects. We need ideas that are still in a sufficiently early, formative stage so they can be developed during the class and thus provide a foundation on which the key concepts of new medical venture development can be taught. These concepts include, but are not limited to, de>ining your market, understanding your customers, identifying and evaluating various stakeholders, analyzing the competition, and defining a value proposition and product/market fit. The objective of the class is to help you to understand and engage in the process of evaluating and developing a business opportunity. The class is not intended to create a viable business opportunity at the end of the semester. So, an idea would not be acceptable if it is too far along to benefit from the disciplined approach to entrepreneurship that we teach in class. If you don’t have an idea, that’s OK too; you will be able to choose a team/project that interests you. In past years, members of the class have advanced many interesting, impactful problems, and some have actually served as the foundation for building successful businesses. Please contact our TA to arrange an appointment with one of the faculty members so that we understand your idea in sufficient detail to ensure it meets the criteria outlined above, and to make sure you get the most out of taking the class. We look forward to speaking with you!

Themes for Healthcare Ventures
Some teams will form around ideas proposed by your classmates. Other teams will want to consider areas that are emerging trends ripe for disruption in healthcare. Theme that represent areas of significant opportunity include:

Administrative automation and digitization (e.g., Cedar, Olive)
Disease management and therapeutics (e.g., Omada, Hinge Health)
Screening and diagnostics (e.g., Arterys, Modern Fertility)
Drug discovery (e.g., Atomwise, insitro)
Clinical trials (e.g., DNAnexus, Science 37)
Clinical intelligence and enablement (Unite Us, BrightInsight)
Primary and urgent care (e.g., Carbon Health, Cityblock)
Specialty care (e.g., Somatus, Cricket Health)
Pharma supply chain (e.g., Capsule, Truepill)
Health plans and benefit management (e.g., Carrot, Lyra)
Real world evidence (e.g., Tempus, Medbanks)
Virtual care delivery (e.g., hims & hers, Doctor on Demand)
Women’s health (e.g., Maven, Elvie, Tia)
Health & fitness (e.g., Fitbit, Withings)
Genomics (e.g., 23andMe)
Healthcare/DAO/Fintech
Remote monitoring (e.g., vitalconnect, eCaring)
Web3/Crypto
(It’s ok if you don’t know yet or don’t have a strong preference!)

Action Learning Lab for Healthcare Ventures
Most of the longer Thursday classes will have 4 parts: faculty lectures, outside guest speakers, and small team breakout sessions.

After teams are formed in the early classes, you will begin by exploring, defining, and deepening your understanding of the unmet need and of the value of transforming the outcome. In the second block, you will consider and test potential value propositions, and finally, in the third block, you will craft a business model and pitch. Teams will witness the development, challenges, and progress of the other teams attacking different areas of healthcare in the course at regular intervals. By the end of the course, students will have experienced best practices in identifying and validating health venture opportunities, amid the challenges of navigating the healthcare/disease mapping, team dynamics, and venture capital pitching process.

Z. Chu

M. Gray

Healthcare Ventures

Focuses on how managers build and manage complex organizations to achieve strategic goals (e.g., competitive advantages for firms). Develops frameworks that build on 15.010 and 15.311, as well as concepts borrowed from game theory. Applies these frameworks to corporate strategy, with an emphasis on modern managerial practices as key drivers of organizational success.

C. Angelucci

S. Reisman

Managing the Modern Organization: Organizational Economics and Corporate Strategy

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

S. Rahman Haddad

GO-Lab

The objective of this class is to help novice makers build confidence in their ability to create physical prototypes with a variety of making skills, and prototyping tools and processes. Students will also be briefly  introduced   to   the   rich resources on campus,  including   makerspaces,	additional classes and seasoned makers and product development and manufacturing experts. These resources can support them in their journey to become expert makers if they so choose. Success  means   students will know what tools are at their disposal for their next making project.

Note:  This class is not being offered for Fall 2023.

M. Kenney

A. Carelli

M. Culpepper

T. Durak

C. Lowell

Introduction to Making & Hardware Ventures

OVERVIEW
This course is designed to equip managers and founders with the tools needed to excel in a future of generative AI. Students are expected to participate in seminar-style discussion, hands-on labs, and a series of lectures. 

This isn’t a technical course, but it’s intended to give students an understanding for those managing developer teams all the way to the executive level. 

Topics covered include LLMs, image generation, emerging generative AI use cases, the business, economic, and strategic implications of generative AI, prompt engineering, fine tuning, business case analysis, and the VC / startup landscape. 

CLASS TIMES AND LOCATIONS
● Tuesday & Thursday, 4:00PM - 5:30PM, E51-325
● There are 2 Friday recitations for labs 1 and 2 (see schedule). Time and room TBD

What the course is not:
● A coding course to learn algorithms (see 6.5940 & 6.S896)
● Law and ethics for AI or data (see 15.622 & 15.630)
● Economics of information goods (see 15.567)

What the course is:
● A deep dive into generative AI, how it works, its use cases, and business implications
● A mix of lectures, discussion seminars, and hands-on labs
● Some hands-on labs with focus on prompting LLMs and diffusion models (e.g. Dall-e) as
well as creating custom GPTs - we may do some fine-tuning time-permitting.

PREREQUISITES
There are no prerequisites for the class, however there are resource requirements you must prepare prior to the first day of class.
● Download Adobe Creative Cloud (free for MIT students)
● Purchase a GPT-4 subscription (in lieu of us having any physical course materials you
must set up GPT-4, the premium version for $20 for February and March)
● Ensure Google Bard is working on your laptop (free); have a Google account setup
● Also create a free Claude and Perplexity account

J. Horton

M. Nguyen-Ha

V. Prappas

Generative AI for Managers

Explores a wide range of strategic problems, focusing particularly on the sources of competitive advantage and the interaction between industry structure and organizational capabilities. Introduces a wide variety of modern strategy frameworks and methodologies. Builds upon and integrates material from core topics, such as economics and organizational processes. Meets with 15.9001 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details.

D. Sull

K. Crumpton

Competitive Strategy

Group study of current topics related to management not otherwise included in curriculum.

E. Zuckerman Sivan

J. Graham-Robey

Managerial Innovation in Financial Institutions

Explores a wide range of strategic problems, focusing particularly on the sources of competitive advantage and the interaction between industry structure and organizational capabilities. Introduces a wide variety of modern strategy frameworks and methodologies. Builds upon and integrates material from core topics, such as economics and organizational processes. Meets with 15.900 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details.