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Core courses provide a strong foundation across business disciplines, while electives allow you to earn specializations to customize your MBA.

Core Courses

The Executive MBA core curriculum is designed to help students build a strong foundation in the key areas of business. The majority of the core courses are taken in the first year with a student’s Executive MBA cohort. Many core courses utilize the study group structure to maximize success on deliverables and projects. Study groups are teams consisting of four to six students from diverse but complementary backgrounds and a wide variety of organizations, industries, and functional areas. The objective of the study group is to leverage the strengths and perspectives of its members to create a holistic learning environment.

Collaboration, Conflict, and Negotiation

Collaboration, Conflict, and Negotiation explores the management of conflicts that arise from differences in interests such as goals, priorities or competition for limited resources. It focuses on negotiation as a primary process for settling disputes between individuals and within and between organizations. The course examines and interrelates the key variables in a negotiation, including stakes, power, interdependence, trust, coalitions, communication, time, personal negotiation style and the consistency of a settlement with the firm's business strategy. Simulations are used extensively throughout.

Communication for Teams and Leaders

Communication for Teams and Leaders helps students to engage in productive team relationships and develop the ability to lead through strategic communication. Course activities are designed to help students to become aware of how they personally work in group settings; to develop specific strategies to foster peak team performance; and to enhance their communication and collaborative problem solving skills.

Corporate Finance

Corporate Finance teaches students to make optimal investment and financing decisions. Specific topics include valuation techniques (net present value rule), a discussion of the many shortcomings of the popular internal rate of return rule, real options, extracting cash flows from accounting data, estimating a project's or firm's cost of capital, the choice between debt and equity and the effect of financing decisions on investment decisions (using the popular "WACC" method).

Financial Accounting & Reporting

Financial Accounting Reporting focuses on the development, analysis and use of accounting reports. It provides an understanding of what these reports contain, what assumptions and concepts accountants use to prepare them and why they use those assumptions and concepts. It stresses the ability to apply accounting concepts to real world cases, which by their very nature are complex and ambiguous. In addition to traditional introductory topics, other topics may include mergers and acquisitions accounting, free cash flow and financial statement analysis.

Firms & Markets

Firms and Markets presents the major tools and concepts of economic analysis and their application to both the making of business decisions and the formulation of policies. The course also covers determinants of product demand, decision making with different industry structures, network economics, cost-benefit analysis and government policies that affect firms and markets.

Foundations of Finance

Foundations of Finance introduces the fundamental principles of asset valuation within the framework of modern portfolio theory. The key analytical concepts are present value, option value, risk/diversification and arbitrage. These tools are used to value stocks, bonds, options and other derivatives, with applications to the structure of financial markets, portfolio selection and risk management. It draws illustrations from both domestic and international financial markets.

Global Economy

Global Economy studies two related topics. The first is trade and direct investment, in which students learn to understand the structural economic factors that affect business decisions and the complications caused by government policies and trends in world development. The second topic is international macroeconomics and finance. Students learn to understand the linkages among national economies through exchange rates, the balance of payments and the fundamental forces that determine the growth of nations, and the effects of policy making in a global environment.

Global Study Tours

Global Study Tours, a keystone of the program, are overseas residencies that enable students to take first-hand looks at how business is conducted in emerging markets. Students participate in one Global Study Tour in each of their two years in the program. In 2013-14, Executive MBA classes traveled to Buenos Aires, Argentina and Rio de Janeiro, Brazil; Ho Chi Minh City, Vietnam and Bangkok, Thailand; Prague, Czech Republic and Warsaw, Poland; and Seoul, South Korea and Tokyo, Japan. While abroad, students participate in a rigorous program that includes meetings and in-depth discussions with leaders of industry, financial institutions and governmental organizations.

Leadership in Organizations

Leadership in Organizations focuses on the design of organizations and on how managers can make organizations more effective by maximizing the performance of their members. Part of the course focuses on organizational-level problems such as how an organization should be designed, what strategy it should follow and how the conflict and politics endemic to organizational life can be managed. Another part of the course focuses on individual and group-level problems such as how to evaluate and reward employees, design jobs that motivate people and supervise employees. The course teaches students how to analyze individual performance issues in the context of complex organizations and how to manage change processes.


Marketing provides a working knowledge of the marketing of goods and services. Areas of study include capturing value, identifying and segmenting target audiences, consumer behavior, product positioning for competitive advantage, distribution, advertising, promotion, pricing, new product development and marketing research. Study groups prepare and present a marketing plan for a product or service of their choosing.

Professional Responsibility

Professional Responsibility encourages students to think critically about the broader context and consequences of the decisions they make as managers. It first develops the argument that ethical considerations are important in the decision-making process and then develops analytical reasoning skills that enable students to identify and weigh competing ethical concerns in that process. The course also examines the importance of understanding the interdependence of markets, ethics and law in a democratic, free market society.

Statistics & Data Analysis

Statistics and Data Analysis surveys probability concepts and statistical methodology necessary for decision making in a business environment. The course, which stresses application, covers: data collection and analysis; probability and probability distributions; statistical inference, including estimation and sample size determination; and regression and correlation analysis. The course is data based, with great emphasis on statistical inference, including applications to total quality management, polling, employee attitude surveys, market research, operations and finance.


Strategy studies two related issues. The first is how to gain advantage against competitors in the complex and dynamic global marketplace. Core business strategy themes include how to analyze the business environment, assess resources and capabilities and choose competitive strategies. The second issue is how to create corporate value through configuring and coordinating multi-business activities. Core corporate strategy themes include analyzing scale and scope, evaluating corporate competencies, managing the multi-business corporation and choosing corporate strategies.

Elective Courses

Elective courses focus on specific subjects and can help deepen skill sets in a particular area. Elective courses can be used to earn specializations and are taken with different Executive MBA cohorts to help students expand their networks.

Advanced Topics in Management Communication: Persuasive Strategies and Tactics Throughout Your Career

No longer can executives rely on strong technical and analytical skills alone. Business leaders must also be persuasive and credible communicators. This course, designed for students who are experienced communicators, is built on the concept of a “career life cycle” which blends theoretical models for effective persuasion with practical communications strategies in a simulated business setting. The “life cycle” encompasses a number of individual and group situations that employees will face during the course of their careers. Communication strategies developed in the course will examine factors impacting a person's career life cycle such as personal goals, business stresses, corporate situations and environmental events, all of which the persuasive and credible communicator must address. Exercises focus on communicating to potential internal and external audiences including colleagues, senior management, clients, competitors and potential business partners. Written and spoken communication assignments range from informative to persuasive in a variety of simulated settings. Strategies and lessons learned in this highly participatory course can be put into action immediately in a student's daily business and personal environment. Students benefit from individual feedback on all written work as well as individual and team coaching based on video recorded reviews of each presentation.

Asian Economies

This course covers the economic development and current structure of Asian economies.  For the purposes of this course, “Asia” consists of Japan, China, South Korea, Taiwan, Hong Kong, and the nations of Southeast Asia belonging to the Association of Southeast Asian Nations (ASEAN) as well as India.  For the last 50 years, the Asian region has arguably been the most vibrant in the world in terms of economic growth.  The experience of these countries also provides interesting challenges to some of the usual assumptions about how economies and corporations should be organized and governed in order to be successful.  When, why, and how did these economies and how do they operate today?  How does the government interact with the economy in these countries?  How does the internal organization of companies, their corporate governance, modes of financing and competitive behavior differ?  What problems will confront these countries in the future and what issues that will be important for you to understand to operate in these markets.

Bankruptcy and Reorganization

The practical and theoretical implications of bankruptcy and distressed restructuring are examined in this course. Focus is primarily on corporate form organizations ranging from banks to retail firms to manufacturers. Topics include valuation effects of bankruptcy; workout strategies; the bankruptcy-reorganization process from the viewpoint of different participants; and the implications of bankruptcy for banks, workers, and state and national industrial policy.

Behavioral Finance

Examines the causes and effects of inefficient stock and bond markets. Topics covered include a review of theory and evidence of efficient securities markets; empirical facts that do not fit the efficient market paradigm—bubbles, valuation ratio spreads, momentum, and market timing issues; closed-end fund discounts; limits on arbitrage that allow mispricings to persist; and aspects of investor psychology that may be behind observed phenomena.

Brand Strategy

This course focuses on the three major activities common to the brand planning and management process across firms and industries: (1) analysis of market information, (2) development of brand strategy, (3) programming of the strategy and implementation of the branding and marketing programs. The unifying framework for these activities is the annual marketing plan for the brand. Thus, the course attempts to simulate the process of the development and implementation of a marketing plan for a particular branded good or service. Special attention will be given to the concept of brand equity and topics covered will include brand equity generation, management, transfer and measurement.

Business Start-Up Practicum

This course seeks to provide an understanding of business planning techniques that transform ideas into viable commercial businesses. Students will conduct the market, organizational, operational, strategic and financial analyses that are required to produce a venture concept and an actionable business plan. Participants will study firms' business planning efforts as well as create a business plan during the practicum. The course focuses on these principal themes: (1) How do entrepreneurs create business concepts and solve challenges? (2) How does one qualify ideas and strategies in order to effectively select a course of action? (3) How are action-oriented plans structured in order to capture opportunity and mitigate risks?

Cases in Corporate Finance

This course applies concepts and techniques of financial economics to actual situations in the world of corporate finance. This course covers financing decisions, investment decisions, M & A and financial restructuring. Some of these topics are explored from an international perspective. For each class meeting, discussion questions are assigned concerning a case study. These questions and the material in the case are considered for most of the class period.

Competitive Strategy in the Marketplace

This is a rigorous, advanced course in competitive strategy, set at the level of the business as it faces competitors at the product-market level. Students learn how to assess the strategic situation as a military commander would assess a potential battle. They learn how to compete to win - profitably. The course uses lectures, formal case presentations and a team project in which teams recommend strategic action plans to counterpart teams representing senior managers. Topics covered include both the process and content of competitive action and reaction, strategy models, brands as a source of competitive advantage, methods for comparing competitive offers and strategies, issue and decision trees, scenario analysis, competitive signaling, competitive intelligence and Monte Carlo risk analysis.

Corporate Governance

Corporate Governance has emerged as one of the more compelling and challenging subjects in business and society. Its importance has increased with the ever-growing power and scope of modern corporations and has been amply, though not nobly, demonstrated by a distressingly long list of spectacular business failures resulting, in large degree, from poor corporate governance. The purpose of this course is to explore the intersection of corporate governance, corporate leadership, and the law. It will address specific institutional questions: What, exactly, is this “legal fiction” called the Corporation, and how did it arise? What is the benefit to society of publicly traded corporations? What is the role of the board, and specifically how do part-time outsiders effectively govern full-time insiders? What is the relationship among CEO, Board Chairperson, and other Directors, and how do imbalances in these relationships create systemic risk? What are the key mechanisms for maintaining accountability in large organizations? What factors should be considered in setting executive compensation levels, penalties and incentives? The purview will be broad: though much of the course will address challenges particular to publicly traded corporations consideration will be given to private corporations, partnerships and cooperatives. The course will also explore the effects of regulatory changes, such as the Sarbanes-Oxley Act and related SEC and exchange requirements.

Corporate Venturing

Entrepreneurs, venture capitalists, agents, bankers and their research analysts alike often consider themselves at cross purposes when it comes to raising capital for early stage companies. This course provides institutional background and detail necessary to deal with the venture capital, strategic investment and new issues markets. Students will examine basic valuation issues, appropriate capital structure, the value of liquidity and the value of control. They will also consider the intangible aspects of entrepreneurship and venture capital forms of financing.

Crisis Management

Effective crisis management is a competitive advantage and a critical attribute of leadership. It isn't the nature of the underlying crisis that determines whether a company emerges with its operations, reputation, and financial condition intact, but rather the nature of the response. This course focuses on the business decisions, management processes, and leadership skills necessary to anticipate, plan for, manage through, communicate about and recover from crises. A key focus of the course is organizational behavior, especially the ways companies in distress and their key stakeholders predictably behave when things go wrong. Another important focus is leadership: how those who lead organizations can maintain the confidence and trust of internal and external stakeholders. The third is strategy: how to navigate a crisis to protect long-term business interests and deliver on critical business strategies. The course examines examples of effective and ineffective crisis management, from BP, HP, Home Depot, Netflix, Toyota, and many others.

Customer Insights for Decision Making

Marketing begins and ends with the consumer. Companies can succeed or fail depending on how well they understand who their customers are and what they want. However, while many companies collect a lot of data, they do not always have high quality information that they can use to make decisions. This course is designed to provide managers with a usable framework to gain the customer insights required to make and evaluate specific segmentation, product, branding, pricing and promotion decisions. Students will be exposed to a range of traditional and new methods (each with their distinct advantages and drawbacks) with a framework to guide which method is best suited to a particular situation. Students will learn to derive the appropriate questions to ask given different marketing problems, as well as how to ask, analyze and translate the results from these questions into actionable managerial decisions.

Debt Instruments

This elective course will cover a broad range of fixed income markets in the United States, the euro zone and Japan: who trades what and why, how security prices are determined and how to quantify their risks. The material is designed to balance institutional knowledge, theory and application. The first part of the course will be an overview of global fixed income markets and market participants. The second part will cover the basics of pricing and hedging. The third part will present selected securities markets including repo, futures, swaps, corporate bonds and CDS, and mortgages and MBS.

Emerging Technology & Business Innovation

In this course the students will study various principles of technological innovation driving major business transformations, including disruption of the previously adopted technologies and business models, and leading to the creation of more intelligent and agile enterprises. Some of these principles include evolution and generations of emerging technologies, different types of technological trajectories, cycles and path dependencies of these technologies, business-pull and technology push, can-do vs. should-do, the “magic” quadrant, crossing-the-chasm and the beagle-and-the-rocket principles. The course will also cover various technological standards, battles between the competing standards, convergence to one or few dominant standards, and commoditization of technologies. The students will also examine how these key principles of technological innovation work in practice by studying several business cases covering mobile technologies, cloud computing, knowledge management, big data and other cutting edge technologies.  In order to understand these cases and also to illustrate the principles of technological innovation using these technologies, the students will examine them and see how these technologies are used in various applications and are deployed in real business settings. Moreover, future directions and trends for the technologies being studied will be discussed and novel applications that they enable and how companies leverage these trends will be examined.

Financial Statement Analysis

This course is designed to prepare you to interpret and analyze financial statements effectively. It explores in greater depth financial reporting topics introduced in the core course in financial accounting and also examines additional topics not covered in that course. The viewpoint is that of the user of financial statements. However, we develop sufficient understanding of the concepts and recording procedures to enable you to interpret various disclosures in an informed manner. We discuss each financial reporting issue in terms of its effect on assessments of a firm's profitability and risk. We then apply the analytical tools and concepts in competitor analysis, credit decisions, bankruptcy prediction, and valuation. This course is designed primarily for students who expect to be active users of financial statements as part of their professional responsibilities.

Foundations of Entrepreneurship

This course seeks to explore the many dimensions of new venture creation and growth and to foster innovation and new business formation in independent and corporate settings. The course will integrate both an academic and practitioner view of the challenges facing entrepreneurs and investors involved in entrepreneurial, venture capital and private equity investment activities. The course draws on a variety of disciplines, including management and finance, to develop frameworks and techniques that are needed to plan, start, evaluate and successfully operate ventures.

Futures and Options

This course is a detailed introduction to the field of derivative securities. It examines both “market risk” derivatives- futures and forwards, swaps and options - and the more recent innovation of credit derivatives. The course has a twofold objective. The first is to understand the uses of derivatives in managing risk or in taking on risk exposure. The applications highlight not only the positive benefits of derivatives that have fueled growth, but also, via case studies, the risks in derivatives that have led to disasters. The second objective is to understand the general principles underlying the pricing and hedging of derivative securities, and to apply these principles to pricing a range of derivatives including forwards, swaps, and options, both plain vanilla and exotic.

Game Theory

Games of pure chance, such as betting on the outcomes of tossing dice, were the impetus for the development of probability theory in the 17th and 18th centuries. In the early decades of the 20th century, mathematicians began to develop new tools to tackle games of strategy, such as chess, and so game theory was born. From the beginning, it was hoped that game theory could be applied to situations beyond board games, and, over time, the tools came to be used in various fields, including economics, military strategy, political science, biology, and computer science.

This course is both specialized in content and unconventional in approach. Online materials will be provided to enable students to acquire the relevant game-theory tools before each class, and class time will be devoted entirely to discussion and learning-by-doing. Each session, students will work in groups on a project that uses the tools acquired before class, and will present their ideas to the class.

The goal is that, by the end of the course, students will have learned and practiced using the specialized mathematical language called game theory.

Global Banking and Capital Markets

This course deals with the global dimensions of banking in the world's capital markets, comprising businesses that today account for more than half of the revenues of major financial firms. The course addresses global markets in bonds, equities, derivatives, structured finance, loan syndications and project finance, mergers and acquisitions, as well as the buy-side of the market in institutional asset allocation and private wealth management. A parallel objective is to understand competitive and regulatory issues confronting global financial firms in the United States, the United Kingdom, the Euro-zone, and key emerging markets in Asia and Latin America. The course concludes with strategic issues confronting an industry undergoing major, once-in-a-century structural changes - what the future of the industry is likely to be and what it will take to achieve competitive success.

Global Perspectives on Enterprise Systems

This course examines the economic, political and cultural dynamics of emerging markets, paying special attention to the impacts of government, entrepreneurship, management and financial institutions. We begin with some consideration of how great mature economies - the U.K., U.S., Germany and Japan -- evolved over time and what their developments suggest about the varieties of economic behavior and performance. We then consider lessons to be learned from the development of such diverse countries as India, Russia, China, the Asian “Dragons,” Saudi Arabia, Chile and Nigeria, along with the implications for present and future global business and investment prospects. The intellectual objective of the course is to advance students' abilities to think comparatively, in context and in time. The practical purpose is to expose students to the varieties of market-based economies and to the factors that matter for predicting success.

Global Strategic Marketing and Implementation

Strategic marketing is the decision-making process of risking and allocating scarce company resources in the search for a competitive advantage in the marketplace. This course focuses on developing and implementing marketing strategies globally. A major feature of the course is a computer simulation--The Global Marketing Game (GMG), developed for Unilever and McCann- Erickson Worldwide. In the simulation, student teams will manage the marketing activities of a global consumer product manufacturer. Responsibilities include: selecting which countries to enter, developing marketing strategies, analyzing market research, designing appropriate products, choosing distribution channels, pricing products and managing the product portfolio of their company. GMG is a dynamic, competitive, engaging and entertaining experience that focuses on the strategic marketing concepts of market segmentation, competitive advantage and company resource allocation applied in international markets.

Global Strategy

This course provides an understanding of the cultural, political, competitive, technological, legal and ethical environment in which multinational firms operate. It surveys a range of tools and techniques of environmental analysis for use in assessing foreign and global conditions, opportunities, and threats. It also focuses on multinational corporate strategy, organization, and management. Students examine the building of strategic capabilities, collaborating across boundaries, developing coordination and control, and managing activities and tasks, as well as challenges of worldwide functional management, geographic subsidiary management and top-level headquarters management.

Globalization, Open Innovation, and Crowdsourcing

This course explores new ways in which organizations become innovative and efficient in today's economy by tapping into expertise that exists outside firm's boundaries and its major geographical locations. While neither globalization of work nor involving other firms or customers into a firm's innovation processes is new per se, there is unprecedented growth of these practices in modern organizations enabled by new technological platforms. Yet, the practices of opening up the enterprise through offshoring, outsourcing, and crowdsourcing knowledge work come with certain costs and risks of failure. In this course, we will discuss how to evaluate risks and benefits of such practices by doing qualitative analysis of cases, discussing strategic theories, learning decision making tools, and engaging in real-time crowdsourcing projects. Specific topics covered include: 1) strategic considerations of whether an activity should stay within or outside the firm boundaries; 2) strategic evaluation of geographical locations for a particular type of knowledge work; 3) vendor competencies: how to grow them as a provider and how to evaluate them as a client; 4) when and how to partner for product innovation; 5) how to organize a crowd of customers or experts; 6) contracting with and governing of strategic vendors; 7) enabling innovation in distributed teams. This course is designed to give students a truly multidisciplinary perspective on these issues drawing on theories and practices from international business, strategy, and innovation management.

Innovation and Design

Many firms that have experienced dramatic gains in shareholder value over the last few years (e.g., Google, Apple, Motorola) register innovation as a central driver of their progress. One can argue that innovation, and a culture that inspires and supports innovation, is the only sustainable competitive advantage. A frequent manifestation of recent innovation has been breakthrough design. Design represents a powerful alternative to the dominant management approaches of the last few decades and is an important perspective for leadership to embrace.

Judgment and Decision Making-Management

In this class students explore standards for high-quality judgment and decision making, how people may fall short of these standards in systematic ways, and how decision making can be improved. This course has two objectives. First, it will help students better understand the science of how humans make judgments and decisions. Note while this topic is often referred to by a variety of labels including  behavioral decision theory, behavioral economics, and judgment and decision making, research conducted under all these labels explores how people make judgments and decisions and all draw from multiple disciplines. Students will therefore review research on human thinking from social psychology, cognitive psychology, economics, decision science, political science, and organizational behavior.  The second objective is to improve the quality of your own judgments and decisions in both business and everyday life. People are poor intuitive statisticians, meaning that when they “just think” about situations for which some data or casual observations exist, they tend to make serious inferential errors, in turn leading to systematically biased decisions. Students will study some errors that are particularly important for real world problems and look for easy‐to‐implement solutions. Our focus will be on how business management and decision making can be improved by an understanding of the psychology of judgment and decision making. Other applications covered in this course include policy design and analysis, negotiation, risk management, financial markets, human resource management, and organization of teams, among others. The course is designed around both lecture materials and applied in class exercises. In a given class session, students can expect any combination of lecture, class discussion, experiential activity, and/or video.  

Leadership Models

This course is meant for those who wish to better understand and further develop their innate potential and propensity to lead others. As you rise in your career, you will need multiple and often conflicting constituencies on board to follow your vision. But if you don’t lead, others will not follow. This course will help students toward honing some of the essential self-reflective skills needed to give form and substance to such vision. It will also be of value to those who wish to have a broad intellectual understanding of the context of leading and the content of leadership.

Managing Change

Contemporary business environments contain challenges that demand an increasing pace, volume and complexity of organizational changes. Most organizations, whether they are entrepreneurial start-ups or long-established Fortune 500 firms, find that they must change or lose competitive advantage. Additionally, senior executives are increasingly responsible for leading large scale change efforts. This course is geared toward deepening students' understanding of the challenges, techniques and burdens associated with initiating and implementing major changes in an organization. The objective is to prepare managers and leaders, or their consultants and advisers, to meet the challenges of organizational change successfully. As such, the course is especially useful for students who have careers in management consulting, general management (whether in line or staff positions) and entrepreneurship or corporate venturing.

Managing Growing Companies

This course seeks to provide an understanding of the knowledge and skills that are required to manage and grow small-to mid-sized firms. Students study the typical problems and opportunities that confront such organizations and use a variety of disciplines including management, strategy and entrepreneurial finance in order to formulate courses of action based on incomplete information.

Mergers and Acquisitions

This course is designed to take an interdisciplinary approach to understanding the problems of formulating and implementing successful acquisition strategies. Our major objectives are (1) to enable you to act as a senior advisor to your CEO regarding strategic M&A and shareholder value issues your division or company might confront and (2) to assist you in becoming an informed consumer of just about anything written on M&A success (including pitches by professional services providers). We will introduce a framework for thinking about acquisitions as a strategic investment where the bottom line is superior shareholder performance. The course will approach acquisitions as a multi-step strategic and organizational process drawing from the fields of strategy, negotiations, finance and organizational behavior.

Monetary Policy, Banks and Central Banks

The structure of the financial system and the role of central banks are often in the news as various countries cope with the aftermath of the financial crisis and the Euro zone debt situation. This course examines the issues confronting monetary policymakers around the world, with special emphasis on the challenges facing the Federal Reserve. The course will focus heavily on the discussion of current events as they relate to monetary policy and its impact on the broader economy and interest rates. The causes of financial crises are also examined, with emphasis on policies designed to prevent them, such as the new capital adequacy regulations, deposit insurance and the lender of last resort function of central banks. Students are asked to suggest topics and to report on specific events and issues.

New Media in Marketing

This course will look to provide a framework for understanding the various technologies impacting the media in the marketplace today - using subjects both ripped from the headlines and grounded in near-term history - as well as provide a structure for assessing the opportunities and challenges of innovations in the 3-5 year time horizon. It is designed to help students become effective marketers in the 21st century. Topics covered will include the digital home, web 2.0, social media, online video, digital advertising, video-on-demand, mobile applications, gaming, sports technologies, and interactive TV.

New Venture Financing

This course focuses on financing high-growth, high-risk entrepreneurial companies, especially start-up and early-stage ventures. Investing in such ventures is characterized by high degrees of uncertainty and complex asymmetries of information between investors and the entrepreneur. Examples include basic questions of trust and fraud; uncertainties surrounding the venture's potential and valuation; and agency issues, once funding has been provided, that give rise to a misalignment of incentives. Students will learn how to make investment decisions in these situations, how to structure the terms of the investment and how to reduce uncertainty and conflicts of interest. At the end of the course, students will be able to demonstrate that intelligent investment decisions regarding highly risky entrepreneurial ventures and structure investments with a view to incentivizing and motivating the entrepreneur while minimizing the investor's downside risk.

Operations Strategy

Operations Management provides a systematic approach to solving a wide range of operating management problems, viewed from the perspective of the general manager, rather than from that of the operations specialist. It concentrates on a small number of themes from the areas of operations management and information technology that have emerged as the central building blocks of world-class operations. It also presents a sample of key tools and techniques that have proven extremely useful. The topics covered are equally relevant to the manufacturing and service sectors.

Political Risk Analysis

As the relevance of political factors has become more apparent to investors, so has the dearth of comprehensive and systematic tools for evaluating political risk. This course focuses on building a solid theoretical foundation to analyze political risk, examine the value of having a structural view for identifying and monitoring political risks, and apply these skills to current, real-world problems. Topics include the impact of political transitions—scheduled and sudden—and transnational geopolitical crises. The course explores state capitalism and other instances where political and economic management converge, as well as longer-term fissures in the global political order and shifting power dynamics. It establishes distinctions between political risks in developed and emerging economies, and highlights best practices for making firm, predictive calls as to a country’s risk outlook. This class offers an executive level introduction to political risk, an assessment of the global risk environment, and the basis for determining how politics influences a variety of economic concerns. 

Power and Politics

This course considers the way political processes and power structures influence decisions and choices made within and by organizations. It analyzes the sources, distribution and use of influence in relation to resource allocation, organizational change and performance, management succession, procedural justice, policy formulation and social movements within organizations. It develops skills in diagnosing and using power and politics in organizational settings. A basic assumption underlying the course is that managers need well-developed skills in acquiring and exercising power to be effective. The course is designed to (1) improve students' capacity to diagnose organizational issues in terms of their political dimensions and (2) enhance their effectiveness in their jobs and careers as a result of that improved capacity.

Private Banking & Wealth Management

This is a case-based course intended to provide an in-depth conceptual and practical guide to domestic and international wealth management for high net worth individuals and families. Global market for wealth management has grown rapidly in recent decades and is likely to continue to be one of the most dynamic dimensions of the financial services sector, even as growth shifts location to new areas of wealth accumulation, notably Asia-Pacific, parts of Latin America, Russia and the Middle East. Besides growth, private banking remains one of the most valuable franchises of the global financial services industry, based on key client relationships, creativity in product development, and earnings stability. The course provides valuable frameworks from three distinct perspectives: the wealthy individual, the private banker/client advisor and the wealth management firm.

Quantitative Methods for Financial Models

This course will cover the use of mathematical techniques in determining value and pricing for both fixed income and equity securities. The fixed income portion will include a mathematical treatment of annuities with applications to problems in mortgage refinance and bond pricing. The topics of duration and convexity and its effect on the volatility of fixed income instruments with respect to interest rate movements will be discussed. The equities portion will include a discussion of the principle of arbitrage pricing in both discrete and continuous-time setting. The famous Black-Scholes formula will be discussed along with its adaptations to options on dividend-paying stocks, futures and forward contracts. The course will also include the study of American options and the role of backward induction in pricing such options and exercising them optimally.

Real Estate Capital Markets

This course covers debt and equity secondary markets linked to real estate both from a theoretical and applied perspective. On the debt side, the course covers the securitization of residential and commercial mortgages, and various types of fixed income instruments such as pass-through securities, CMOs, IOs, POs, CDOs etc. Students study the basics of modeling prepayment and default risk on these instruments. Students also discuss causes and consequences of the 2008 and ongoing financial crisis, and implications of the crisis for the mortgage finance system. On the equity side, students study the legal foundations, financial analysis and structuring of Real Estate Investment Trusts (REITs), which are the primary traded equity structure used for real estate. The course will be a mix of formal lectures and in-class exercises as well as a possible training session at Bloomberg headquarters.

Social Media and Digital Marketing

Social and digital media have had a huge impact on core business activities such as new product design, advertising, marketing and sales, and customer service. Some traditional marketing strategies are now completely outdated, others have been deeply transformed, and new digital marketing strategies are continuously emerging based on the unprecedented access to vast amounts of information about products, firms, and consumer behavior. From Twitter to Facebook to Google to Twitter to Apple, the shared infrastructure of IT-enabled platforms are playing a transformational role in today's digital age. Traditional marketing has always been about the 4Ps. This course will focus on how the digital revolution has transformed the 4Ps, and augmented them with the 5th P of Participation (by consumers). We will examine best-practices related to the business use of social media and digital marketing. While there will be sufficient attention given to top level strategy used by companies adopting social media and digital marketing, the course will also focus on business analytics: how to make organizations more intelligent in how they conduct business in the digital age. Measurement plays a big role in this space. The course will draw examples from a wide range of business transformations over the last few years, including the impact of digital advertising, mobile marketing, social media, user-generated content, crowdfunding, big data analytics, and social networks. The objective is to end up with a framework that one will find useful in generalizing across contexts in which these technologies are changing the nature of business.

Structured Finance

This course is an introduction to Structured Finance. Structured Finance creates financing solutions through advanced private and public transactions beyond the scope of conventional forms of funding channels such as the use of on-balance sheet securities (debt, bond, equity). Structured finance techniques also seek to lower the cost of capital and increase market liquidity. This course will address some of the changes in Structured Finance and the evolution in the market place since the financial crisis. The most widely applied form of structured finance is risk transfer to the capital markets, via asset securitization and credit derivative transactions. These techniques allow issuing entities to efficiently distribute asset risk between bank, insurance companies, other money managers and investors. Other topics include: interest rate derivatives, credit derivatives, credit-linked notes, cash flow and synthetic collateral obligation structures and structured finance in emerging markets. Students will be given the opportunity to learn from expert guest speakers from the industry who will provide some of the lectures.


There are as many models for valuing stocks and businesses as there are analysts doing valuations. The differences across these models are often emphasized by their users, and the common elements are often ignored. The first two and a half sessions will cover discounted cash flow valuation and the estimation issues that arise when information is noisy or unavailable. In addition, it will look at value enhancement through the prism of discounted cash flow models, and contrast techniques such as EVA and CFROI. The third and fourth sessions will center on relative valuation, i.e. the use of multiples and comparables in valuation. The final session will look at real option valuation with applications in natural resource companies, biotechnology companies and troubled telecomm firms. In the process, the common factors that run across these models, as well as the differences, will be discussed.

Please note: this list is a sample and does not include all electives offered. The actual electives offered vary from year to year.

Access to Additional Courses

As an Executive MBA student, you have the advantage of a broad selection of additional electives offered through the NYU Stern Langone Part-time MBA program or through other NYU schools, such as the NYU School of Law; the Robert F. Wagner School of Public Service; The Real Estate Institute at NYU’s School of Continuing and Professional Studies; or the Entertainment, Media, and Technology program at the Steinhardt School. For more information about these electives, please speak with one of our Admissions Directors.

Please note: Though additional courses do not count towards graduation requirements, students can take up to five additional courses at approved NYU graduate programs while enrolled in the Executive MBA program.

Courses After Graduating

Stern Executive MBA alumni can take two additional courses through the Langone program within two years after graduating. These courses are offered at a reduced rate. In addition, on a space available basis, alumni may return to NYU Stern to take elective courses in the Executive MBA program.

As students in these courses, alumni are responsible for the cost of books and materials. There is also a nonrefundable administrative fee for participation to cover mandatory University fees. Grades in each course are added to the alumnus's NYU Stern transcript as the School does not permit auditing of courses. Alumni may register for up to six credits of Executive MBA electives per semester. Elective courses generally meet in Friday-Saturday combinations every other week.