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MBA Courses

Implementing Strategy: Management Control Systems
Professor Vijay Govindarajan
Next Offering: Spring 2006 (mini-course)
VG Teaching The central focus of this course is strategy implementation. In particular, the course is designed to allow participants to gain knowledge, insight, and analytical skills related to how a corporation's senior executives design and implement the ongoing management systems that are used to plan and control the firm's performance. Elements of management systems include strategic planning; budgeting; resource allocation; performance measurement, evaluation, and reward; and transfer pricing.

Entrepreneurship Within Established Organizations
Professors Vijay Govindarajan and Chris Trimble
Next Offering: Spring 2006 (mini-course)
Chris and VG In order to stay on top, corporations must learn to continuously create, grow, and profit from completely new ways of doing business. They must simultaneously pursue both excellence in their existing business and creativity in generating new businesses. This class will take two perspectives. The first perspective is that of the CEO of a corporation. How can a CEO build a corporation that can balance managing the present with creating the future? How is such an organization structured? What policies need be put in place? The second perspective is that of the CEO of a new venture within a larger corporation. How is the relationship between the new venture and the parent best managed? What tensions naturally arise? How may they be overcome?

Global Strategy and Implementation
Professor Vijay Govindarajan
VG This course focuses on the challenges of developing and implementing strategies in global industries. The aim of the course is to provide participants with a conceptual and practical understanding of the strategic and organizational challenges of multinational corporate management. The types of questions that we address are: Why do firms go abroad? What differentiates a "global" from a "multidomestic" industry? How does a multinational company play the global chess game? Why and when do/should companies engage in cross-border strategic alliances? Cross-border mergers and acquisitions? What are the associated risks and how to guard against them? What potential roles can foreign subsidiaries play in an MNC's global strategy? How do companies choose an optimal global structure? How do companies ensure coordination between the headquarters and its subsidiaries, and among subsidiaries? How do companies manage strategic change from one type of global strategy to another?

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