Executive MBA: Washington, DC | Elective Courses

This course is designed to prepare students to interpret and analyze financial statements effectively. It expands upon financial reporting topics introduced in the core course in financial accounting. The course discusses each financial reporting issue in terms of its effect on assessments of a firm’s profitability and risk. This course is designed primarily for students who expect to be active users of financial statements as part of their professional responsibilities.

Private equity is the investment of capital in private companies to fund growth or in public companies to take them private. It is a significant source of capital for both new ventures and established firms. The objective of this course is to provide an overview of the private equity market from the differing perspectives of private equity investors (limited partners), private equity fund sponsors (general partners) and the managers of portfolio companies, by focusing on the nature of the market and the strategies employed.

This course helps students develop an analytical framework for understanding how organizations make investment and financing decisions. Students also learn the theory and practice of various valuation techniques. There is an emphasis on understanding the theory and its applications to the real world as well as appreciating the limitations of existing tools in practical settings. Specific topics include capital budgeting, investment decision rules, discounted cash flow valuation, real options, cost of capital structure, dividend policy and valuation methods such as WACC and APV.

This course covers a broad range of issues in corporate financial management. Students analyze the core financial decisions made by firms and their impact on the value of the firm in the financial market. Topics include financial planning and forecasting, project analysis and evaluation, resource allocation, capital structure policy and cost of capital, payout policy, corporate restructurings and firm valuation. By the end of the course, students are able to analyze a variety of corporate decisions, and understand how analyzing strategic and financial decisions from the perspective of value creation can improve managerial decision-making.

This course introduces the financing lifecycle of high-growth new ventures. It follows a successful startup’s path from founding through the stages of new venture finance. It covers not just venture capital (VC) financing, but also alternative instruments for financing early-stage enterprises such as equity crowdfunding and DAOs. Students come away with a concrete understanding of the basics of the VC industry, financial contracting in entrepreneurial finance, and how to value startups.

As part of the EMBA Program, students may participate in an optional second-year Global Immersion Experience, in addition to the required first-year GIE. Like the required GIE, this course enables students to gain an understanding of doing business in a given global region through exposure to business leaders and local organizations and institutions. Students travel internationally to a unique global market. In groups, they study the local market and produce a final business idea proposal based on learnings garnered during the GIE.

This course is geared toward deepening students’ understanding of the challenges, techniques, and opportunities 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. Students learn how to diagnose change issues, understand the perspective of change recipients, and appreciate the role of leadership and the elements necessary for sustaining change.

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. Students learn how companies and their stakeholders behave when things go wrong, how leaders can maintain the confidence and trust of internal and external stakeholders, and how to navigate a crisis in a way that protects long-term business interests and delivers on critical business strategies.

This course provides an understanding of the cultural, political, competitive, technological, legal, and ethical environment in which multinational firms operate. It introduces a range of tools and techniques for assessing foreign and global conditions, opportunities, and threats. Students examine how firms build strategic capabilities, collaborate across boundaries, develop coordination and control, and manage activities and tasks, as well as challenges of worldwide functional, subsidiary, and top-level headquarters management.

This course provides an understanding of the 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 in the face of incomplete information.

The objective of this class is to guide students through the complex, exhilarating, and sometimes surprising journey of self-discovery that leads to a life rich with meaning. The course grows out of the premise that the most fulfilling lives are those lived in your “Area of Destiny,” the intersection of your competencies, values, and the growing sectors that interest you. It concludes with a project in which each student identifies their own “Area of Destiny,” either newly discovered or confirmed, and the roadmap to it, now and in the future.

This course helps students develop their ability to analyze behavior in collective settings and their willingness to skillfully ACT within those settings. It is based on the premise that, regardless of one's position within an organization, leadership opportunities present themselves every day. It is up to you to recognize and take advantage of those opportunities. The course is also based on the premise that effective leadership requires an in-depth understanding of oneself, how organizations work, and how to work with and through other people

Developing business and marketing strategies and tactics are fundamental for all business professionals. This course aims to consolidate your learning from other Stern EMBA courses to develop that material into a cohesive and actionable Business / Marketing Plan and get the plan approved in the Board Room.

This course helps students develop a deeper understanding of how and why consumers behave as they do, how environmental factors affect choices and behavior, and the practical marketing implications of how consumers make choices. Students learn how theories of human behavior can be used to impact real-world marketing strategies and decisions.

This course gives an introduction to, an overview of, and a comparison between the various statistical methods that are used to analyze datasets, both small and large. It is geared towards helping managers understand these methods so that they can converse with the analytics groups in their organizations.

There is a growing gulf between ‘data scientists’ (statisticians/computer scientists) and business managers, aggravated by a plethora of machine learning algorithms and technical jargon surrounding those algorithms. The objectives of this course are to fill this gap by exposing students to the ‘linguists of data’, providing hands-on experience with cutting-edge tools and techniques including latest advances in LLM & Generative Ai , and helping students develop an intuition for how to generate insights from volumes of data.

This course introduces students to the digital future of work, helping them grasp the immediate and long-term implications of digital platforms and AI within both Fortune 500 companies and emerging industries. Students learn how to capitalize their potential to make effective business decisions about digital change while separating the hype from what might generate genuine value, and how to address key societal and policy issues ranging from employee reskilling to algorithmic bias and platform governance.

This course introduces the basic principles and techniques of applied mathematical modeling for managerial decision making. Students learn about some of the more important analytic methods (e.g., spreadsheet modeling, optimization, Monte Carlo simulation) to recognize the assumptions and limitations of those methods and to employ them to make data-driven decisions. The course covers a wide range of application areas.

This course focuses on the role of operations as a source of competitive advantage. Topics include capacity planning and efficient resource allocation, strategic process design, global supply chain management and sourcing, and revenue management. The course approaches operations from the perspective of the general manager rather than an operations specialist.