26 courses with the subject STR, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
STR 3000Strategic Problem Solving4
Students who took this as ASM3000 cannot register for this course Effective leaders excel at identifying and solving the , most critical problems facing their organizations. To that end, Babson undergraduates are required to take this advanced management course which helps them to develop practical skills to solve the right problem well. After introducing core concepts and frameworks of strategic management, instructors will introduce their approach to issue-based problem solving. The latter part of the course requires students to work in teams and practice problem solving by identifying, analyzing, and proposing solutions to a strategic problem faced by a company of their choice. This course builds upon and requires students to apply the content of the foundational management courses in accounting, finance, marketing, operations, and microeconomics. Students who are concentrating in strategic management or are interested in consulting are encouraged to take this course as early in their academic career as possible (preferably the end of sophomore or junior year). need to have completed the following 3 courses: 1) Intro to Financial Accounting, 2) Principles of Finance, and 3) Principles of Marketing, AND; Pre- or Co-requisites: Students can take the following 2 courses before or concurrently with STR3000: 1) Principles of Microeconomics and 2) Technology Operations Management. Credits 4 304
The International Consulting Experience takes the consulting experience global by providing 3-4 students teams the opportunity to work on project assignments with international corporate sponsors. The program begins with pre-departure sessions focused on consulting methodology and intercultural competencies during the fall semester. Travel to the company site will take place over the winter break at which time students will develop the engagement contract and begin on-site primary research. Project work will be completed over the spring semester ending with the team presenting their findings and recommendations to their sponsor company in a written report and an oral presentation. Students must apply for this course through the Glavin
4 elective abroad credits he purpose of this course is to provide students with an opportunity to understand the entrepreneurial ecosystem (EE) of Paris, France. Through direct interaction with entrepreneurs, capital providers, educators, and government officials in Paris, the students should come away with a new perspective on startup’s opportunities and challenges and get experience consulting to local startups while applying concepts from three books: • Capital Rising: How Capital Flows Are Changing Business Systems All Over the World, co-authored by Peter S. Cohan and Srini Rangan, • Startup Cities: Why Only a Few Cities Dominate the Global Startup Scene and What the Rest Should Do About It (March 2018) by Peter S. Cohan, and • Hungry Startup Strategy: Creating New Ventures with Limited Resources and Unlimited Vision (November 2012) by Peter S. Cohan. France has not always been known as a haven for start- ups – indeed in recent decades many of France’s greatest entrepreneurs have moved to Silicon Valley. However, in the last few years, France’s economy has stagnated and like other regions in Europe – such as Barcelona and Lisbon – local governments have seen that there is an opportunity to revive the economy by encouraging more entrepreneurial activities. Hence one of the goals of the course is to explore how Paris has created an increasingly vital EE and to give students a first-hand look at the French entrepreneurs and investors who are putting the concept of entrepreneurship into practice. The Paris Startup Strategy Elective Abroad is intended to provide students with the following benefits: • To understand how Paris spurs startups • To get a deeper understanding of Paris’s business culture • To meet entrepreneurs, business educators, government officials, and capital providers in Paris Credits 4 Babson College Undergraduate Catalog 2026-2027
(Formerly MOB4510) 4 General Credits This course is an extension of the core Strategy courses focusing on strategy formulation and execution. It draws upon the insights from the field of strategy, economics, decision making and corporate financed and is suited for students interested in management consulting, investment management or corporate planning. It is intended to complement the course, Economics of Competitive Strategy, by focusing on how strategies are formulated and executed in specific competitive situations. For More Information: www.kaltura.com/tiny/xx8ue Credits 4 Babson College Undergraduate Catalog 2026-2027
(Previously titled Management Consulting) 4 Advanced Management Credits Elite armies of management consultants are at work advising companies ranging from the Fortune 500 to mid-sized Private Equity portfolio companies across all industries (and government) addressing such topics as market attractiveness, mergers & acquisitions, business strategy, operating and cost efficiencies, information/ data management, human performance, and development/coaching of leadership. The over 700,000 firms (globally) that comprise this $250 Billion industry, employing the best students from leading business schools, use proprietary methodologies and tools to deliver real shareholder value to their clients. The objective of this course is to introduce to those students who seek to compete and prosper by addressing exigent business issues—that cannot be solved by leading firms without assistance from credentialed consultants—the skills necessary to be successful in the management consulting industry. This will be accomplished by reviewing the content and process frameworks and methodologies used by leading consulting firms, inculcating the perspective of the client when addressing challenging business issues, and helping students consider some of the career and lifestyle issues inherent in a consulting career. Topics will be introduced in facilitated discussions, in-class exercises, cases, and some selected pre-readings. In addition, there will be a group project—using client materials from a real company with which I was involved prior to coming to Babson—that will replicate a “typical” consulting project. Credits 4
This course prepares students to become effective problem solvers and lead strategic growth in new and emerging ventures. Through case studies on real-world business problems, students will become familiar with conducting analyses on industries and ecosystems, competitive advantages, organizational capabilities, and business models that enable them to identify strategic issues, challenges, and opportunities facing ventures, an formulate comprehensive problem-solving approaches that generate effective solutions. Credits 1.5 Babson College Graduate Catalog 2026-2027
This course in Strategy Execution is designed to introduce students to the complexity, and challenges associated with implementing a developed strategy into both emerging and existing markets. There are three major objectives in the course. 1. The first is to help students articulate a philosophy designed to guide in successfully executing strategic initiatives. Here, you will explore the concepts of intended versus emergent strategy, the operating environment versus the executing environment and the d various levers of power available to managers to utilize in the successful execution of business-level strategy. 2. The second objective is to explore both successful and unsuccessful firm-level strategy executions. Using the case method, we will explore the various levers of power available to managers analyzing and critiquing the outcomes of various firms’ efforts to execute a business level strategic initiative. 3. The third objective is in two parts. The first part is to give students hands-on experience via an online simulation in strategy execution. Strategy execution is best learned by doing. The intent is to expose students to the complexities of strategy implementation where information is incomplete and unanticipated challenges to implementing a strategy emerge from unexpected sources. Students learn to prioritize, work within tight time schedules, learn to cope with limited resources, and respond to unexpected demands. The second part is to fully demonstrate your understanding of the complex relationships that characterize strategy execution during the final exam. For more information: http://www.kaltura.com/tiny/ ownhj Credits 3 204
STR 7501Moonshot Innovation: The Strategies Behind3
Giant Leaps in Progress This course will give Babson graduate students a deeper understanding of how a strategic approach to “moonshot” innovations can solve significant societal challenges. We will explore several historical examples, focusing on the original and emergent strategies and technologies, the characteristics of successful teams, and the role of strategic problem-solving. Today’s world faces seemingly insurmountable challenges: rapid climate change, and income inequality at the top of a growing list. Businesses have been faulted for contributing to these challenges but are also considered essential partners in finding solutions. Understanding the strategies that organizations and individuals can apply in solving today’s “moonshot” challenges requires us to deconstruct the strategic approaches of those who solved the seemingly insurmountable challenges of their day. This course will examine past moonshots to learn the strategies, innovations, and processes that enable teams to achieve what most thought impossible. We will also look at failed moonshot efforts and explore how businesses and entrepreneurs can avoid their fate as they apply their energy and efforts to address today’s challenges. Credits 3 Babson College Graduate Catalog 2026-2027
STR 7502Strategy and Economic Disruption in Iceland3
Iceland's economic and business systems have faced multiple disruptive events. In 2008, the nation allowed its entire banking system to fail amid the Great Recession. As elsewhere, the COVID-19 Pandemic forced many businesses to innovate and adapt rapidly, and the following resurgence and further growth of tourism and recreation are rapidly displacing traditional fishing and agricultural economies. The nation's unique geography also presents unique challenges against natural disasters while providing the opportunity of abundant green energy. Throughout these disruptions, business owners and entrepreneurs have remained ahead of the curve and continuously innovated and adapted to changing situations while leading the world in renewable energy and gender equity. This course involves an interdisciplinary approach toward understanding strategy, economics, and entrepreneurship amid disruption and what successful business leaders have done to continually adapt and find new opportunities in a rapidly and drastically changing environment. Students will attend orientation and debriefing sessions before and after a 10-day study tour to Reykjavik, where they will meet and learn from business leaders and entrepreneurs. Credits 3 205
3 Elective Credits The course will help you learn how to think insightfully and become a skilled problem solver. Excelling in both is essential for success, no matter what your choice of career. Employers routinely rank critical thinking and problem solving as prized skills that are difficult to find in business school graduates. A rising number of companies now look for these skills using case interviews. We will solve problems that are puzzles and mysteries, and we will slay problems that are wicked. Wicked problems are messy, multifaceted, lack sufficient information, and are difficult to solve. It is easy to get them wrong, especially under time pressure. Using various techniques and ways to think, we will learn to frame problems well to make sense of messy, ambiguous situations; identify needed evidence without wasting time on irrelevant information, draw upon different business disciplines but not be limited by any, find the story in numbers, use judgment, be original, and so much more. The course has a workshop format to emphasize in-class exercises and practice. We will minimize the use of conventional cases (14 pages of text and many more with exhibits). Instead, to simulate case interviews and workplace realities, we will use cryptic cases and live cases. Few business schools teach problem solving rigorously. Acquiring this skill will differentiate you in the job market, prepare you for doing well in case interviews, and position you for success in your career of choice. Credits 3 Babson College Graduate Catalog 2026-2027
Managers Make Good and Bad Choices MBA students are exposed to a wide variety of concepts and tools which should enable them to make intelligent decisions. However, the decision-making performance of corporate managers, most of them trained in these concepts and tools, is very uneven. This course will seek to enable a student to understand some key factors that can influence the quality of decision making. Using case examples from both business and government, the course will build on a basic understanding of analysis and decision making to expose participants to the circumstances that can limit the effectiveness of the techniques they have learned and help them understand the challenges they will face as members of leadership teams making complex choices throughout their careers. Students will also learn about the factors involved in providing information for decision-making, and the roles that information technology plays in decision situations. At the conclusion of the course, students will have an appreciation for the factors they will encounter in leadership roles and the methods they can employ to ensure that they contribute to the making of good decisions. Their exposure to the broad topics presented should also acquaint them with areas which may draw their interest for more intensive study in specific academic disciplines. Credits 3 Babson College Graduate Catalog 2026-2027
Elite armies of management consultants are at work advising companies ranging from the Fortune 500 to mid-sized Private Equity portfolio companies across all industries (and government) addressing such topics as market attractiveness, mergers & acquisitions, business strategy, operating and cost efficiencies, information/ data management, human performance, and development/coaching of leadership. The over 700,000 firms (globally) that comprise this $250 Billion industry, employing the best students from leading business schools, use proprietary methodologies and tools to deliver real shareholder value to their clients. The objective of this course is to introduce to those students who seek to compete and prosper by addressing exigent business issues—that cannot be solved by leading firms without assistance from credentialed consultants—the skills necessary to be successful in the management consulting industry. This will be accomplished by reviewing the content and process frameworks and methodologies used by leading consulting firms, inculcating the perspective of the client when addressing challenging business issues, and helping students consider some of the career and lifestyle issues inherent in a consulting career. Topics will be introduced in facilitated discussions, in-class exercises, cases, and some selected pre-readings. In addition, there will be a group project—using client materials from a real company with which I was involved prior to coming to Babson—that will replicate a “typical” consulting project. For more information click this link: www.kaltura.com/ tiny/tjdwy Credits 3 207
3 Elective Credits Today’s CEOs are viewed either as visionaries and corporate wizards, or liabilities and dead weight leading their organizations to stagnation or ruin. Society and investors increasingly look to the CEO as responsible for a company’s strategy and its overall performance. How should CEOs approach their jobs? What are the things only the CEO can do? What are the characteristics of a good CEO? By examining the role of the CEO, this course aims to deepen our understanding of strategy and leadership. We will bring the CEO perspective into the classroom – through regular guest CEOs, videos and case discussions – and outside of class through live interaction with the leader of your own organization or another of your choosing. Hear directly from CEOs how they think about strategy, what is different about their current role from previous functional leadership positions, and what they have struggled with or been surprised by in the job. Think through the intersection of strategy and leadership through case-based discussions and a simulation in which you play the role of CEO. At the end of the course, students will have a deeper, more hands-on view of strategy and organizational leadership. Students will learn how taking a “CEO perspective” can improve decision-making, problem solving and one’s leadership profile at any level of an organization. For more information: http://www.kaltura.com/tiny/ x4wey Strategy (MOB7801 or STR 7800) first) Credits 3 Babson College Graduate Catalog 2026-2027
(Formerly MOB7552) **Students who took this as MOB7552 cannot register for this course.** How (and why) does one catch a falling knife? The Leading Business Turnarounds course will address the strategic, financial, operational and organizational issues confronting senior executives managing a turnaround situation. It is intended to: impart the practical knowledge needed to assess the business and financial severity of a turnaround candidate; develop an action plan to address the immediate crisis conditions facing the organization; define how to evaluate and build the necessary management team to implement the mid-term stabilization plan; define the exit strategy options (sale, bankruptcy, shutdown, or revitalization) to be pursued; and create a communication plan for the critical stakeholders affected by corporate distress. Turnaround leadership styles and actions will be investigated. Students will develop familiarity with the management and organizational assessment tools used in turnaround situations. They also will understand the financial and managerial actions necessary for developing and implementing sound turnaround strategies. Importantly, organizational implications of these plans will be probed and discussed, with focus given on how people are affected by management's actions. Finally, students will learn situational turnaround leadership techniques for use in different turnaround situations. For more information: http://www.kaltura.com/tiny/ntrbi MOB7801 or STR 7800 Credits 3 208
This course is the only required course for those who seek a Global Management Concentration (Requirement A). The course aims at understanding the development and implementation of broad global strategies by businesses. The course expands students' strategic thinking and combines it with a global perspective. The strategic elements include business systems analysis, competitive strategies, key success factors, and strategic imperatives. We will look at a number of issues relevant to international business such as global opportunity analysis, market(s) selection, assessing international competitors, selecting generic or complex global strategies, geographic priority setting, resource allocation across geographies and products, global functional strategies, and organizational implications. Students learn to develop global strategies, paying attention to their implementation through organizational innovations such as fostering a global mindset within the organization and using global strategic alliances. Teaching is discussion driven and involves case analysis. For more information: http://www.kaltura.com/tiny/ vyvyo Credits 3 Babson College Graduate Catalog 2026-2027
Independent research is available for all academic divisions. Registration is manual for students through Graduate Programs and Office of Graduate Academic Services. Independent Research provides an opportunity to conduct in-depth research in areas of a student's own specific interest. Students may undertake Independent Research for academic credit with the approval of a student-selected faculty advisor, the appropriate division chair, and Graduate Academic Services. Please note that a student is responsible for recruiting a faculty advisor through the student's own initiative and obtain the advisor's prior consent/commitment before applying for an independent research project. The research project normally carries 1.5 or 3 credits. For more information and a proposal outline please visit: http://www.babson.edu/Academics/graduate/mba/Pages/ independent-research.aspx Credits 3
(Core MBA) If you have taken and passed MOB7202/MOB7801, you cannot register for STR7800 as these courses are equivalent This integrative course focuses on strategic and competitive analysis to enable entrepreneurial action. How can we identify the main strategic issues facing our company? How should we position our business strategically to compete effectively? What sources of competitive advantage can we create, exploit and sustain? What capabilities do we need to launch the business, grow the business, and adapt successfully to changes in the environment? Students will need to demonstrate that they can write coherently about strategic developments and options. Credits 2
