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| List of all Entrepreneurship Courses |
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Jump to:
15.223,15.350, 15.351, 15.356, 15.358, 15.360, 15.362, 15.363, 15.369,
15.371J, 15.380,15.387,15.389, 15.390, 15.391, 15.393, 15.394, 15.395,
15.396,
15.398, 15.399, 15.431, 15.615/647,
15.616, 15.841,15.962,15.963, 15.966, 15.968,
15.970/MAS665, 15.971/MAS667, 15.974, 15.975, 15.976, 15.993
Current Semester Courses
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#15.223
Global Markets, National Policies and the Competitive Advantages of Firms |
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Subject examines the opportunities and risks firms face in today's
global world. Subject provides conceptual tools for analyzing how governments and social institutions influence
economic competition among firms in different national settings. Public policies and institutions that
shape competitive outcomes are examined through cases and analytical readings on different companies and industries
operating in both developed and emerging markets.
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#15.350
Managing Technological Innovation and Entrepreneurship |
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Focuses on the challenges inherent in attempting to take advantage of both incremental or routine innovation and more radical or revolutionary changes in products and processes. Highlights the importance of innovation to both new ventures and to large established firms and explores the organizational, economic and strategic problems that must be tackled to ensure innovation is a long term source of competitive advantage. Restricted to MIT Sloan Fellows in Innovation and Global Leadership. |
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#15.351
Managing Innovation and Entrepreneurship |
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The basics every manager needs to understand and manage technology-driven innovation and entrepreneurship. Major topics include: how the innovation process works; organizing and managing innovation within existing firms; creating entrepreneurial companies; and coping with the strategic challenges facing all innovators. |
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#15.356
How to Develop "Breakthrough" Products and Services |
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Firms know they must develop major innovations to prosper - but they don't know how. Recent research into the innovation process has solved the puzzle and made it possible to develop "breakthroughs" systematically. Subject presents several practical concept development methods, explains how and why each works, and the conditions under which each is effective. |
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#15.358
The Software Business |
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| Seminar-style subject for those interested in founding or growing an enterprise or consumer software company (products, services, or both), or working as a software company manager, product or program manager, or industry analyst. Examine approaches used for organization and product development at successful companies ranging from Microsoft and IBM to a variety of relatively new companies. History of software as a business as well as key trends in different software markets. Students-teams help teach weekly sessions and analyze "interesting companies" selected by students which form the basis for team projects. |
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#15.360
Introduction to Technological Entrepreneurship |
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Overview of the field of entrepreneurial theory and practice for development and growth of technology-based new enterprises. Introduction to the MIT ecosystem of entrepreneurship. Weekly lectures by academic and practitioner faculty engaged in the MIT Entrepreneurship Program, supplemented by presentations by and discussions with leaders of MIT entrepreneurship-related activities, e.g. Technology Licensing Office, Deshpande Center, Venture Mentoring Service, as well as successful entrepreneurs and venture capitalists. Required entry course for MIT Sloan Entrepreneurship & Innovation students. Restricted to those in the E&I program. |
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#15.362
Entrepreneurship Study Tour of Silicon Valley |
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Intensive group tour of Silicon Valley, focusing upon understanding an entrepreneurial ecosystem. Visits to prominent venture capitalists and large numbers of primarily early-stage high-technology new ventures. Required entry course for MIT Sloan Entrepreneurship & Innovation students. Restricted to those in the E&I program. |
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#15.363
Strategic Decision Making in the Biomedical Business |
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| 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. Focus on the biotech sector, with additional examples from the pharmaceutical and medical device sectors. 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. |
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#15.369
Corporate Entrepreneurship: Strategies for Technology-Based New Business Development |
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| This course explores strategic and organizational issues in the
development of new technologies and new business areas for existing firms. Issues are examined from the perspectives
of both large corporations and emerging, technology-based enterprises. We discuss linkages between internal and
external sources of technology in major new business development and examine internal entrepreneurial ventures,
alliances (especially between large and new companies), joint ventures, acquisitions, corporate venture capital
investments, and contract product development as alternative approaches. Through lectures by faculty and outside
speakers, the course offers a brief overview of issues faced in developing technology strategies and plans. |
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#15.371J
Innovation Teams: Commercializing Emerging Technologies |
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| Teams of MIT Sloan and other MIT students participate in a hands-on experience evaluating commercial feasibility of innovative research emerging out of grants to School of Engineering faculty from the Deshpande Center for Technological Innovation, as well as faculty research projects at the MIT Media Lab. Student projects cover critical aspects of commercialization such as developing an intellectual property strategy, performing competitive analysis, selecting the target application and market for the technology, identifying the appropriate business model for commercialization, designing a go-to-market-plan, and choosing the sales approach to garner initial customers. Lectures expose students to the key issues of technology transfer, new venture creation, and commercialization and develop strong skills in communication and working in teams. Resume and application including brief statement of objectives are required in advance of registration to enable best match of students with projects. Permission of instructor required. For more information visit http://entrepreneurship.mit.edu/iteams/ |
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#15.380
Special Studies in Entrepreneurship (Independent Study - graded) |
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| Independent Study, Requires approval of Instructor |
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#15.389
Global Entrepreneurship Lab: Emerging Markets |
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This course enables teams of engineering, science, and management students to work with the top management of international high tech start-ups and gain hands-on experience in starting and running a new enterprise outside the United States. Lectures open students' eyes to the issues and policies that affect the climate for innovation and start-up success. Students spend 2-3 weeks during IAP at the company site and then return for the course wrap-up.
Website: G-Lab |
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#15.390 Section A
New Enterprises |
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| In this course, we not only study entrepreneurs, we become
entrepreneurs. Students will, in the course of the semester, create a technology-based enterprise and all the
essential parts of a business plan and investor pitch. Students will work in teams to launch companies, working
through issues of market analysis, technology viability assessment, competitive positioning, team-building, product
life-cycle planning, marketing strategy, sales channel analysis, and a strong emphasis on the entrepreneur as a
sales person. We'll map the practical steps of organization and legal issues associated with forming a brand new
company, and we'll address the strategic considerations for creating companies that can quickly define and dominate
a new category or disruptive technology. The course features a prestigious line-up of guest speakers and hands-on
mentors who have deep and recent experience starting and building companies. |
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#15.390 Section B
New Enterprises |
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| This core course, first taught in 1961 by Richard S. Morse, covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, value propositions, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, and seeking funds. Each student develops a detailed business plan for a start-up. This course is intended for those who want to start their own businesses, further develop an existing business, be a member of the management team in a new enterprise, or understand better the entrepreneur and the entrepreneurial process. |
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#15.391
Early Stage Capital |
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| Prepares entrepreneurs to optimize the use of outside advisors and to negotiate effective long-term relationships with sources of funding, including, but not limited to, venture capital. Students interact with founders, angels, venture capitalists and other professionals throughout the semester. |
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#15.393
Technology and Entrepreneurial Strategy |
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| This course focuses on building a technology strategy in start-up
organizations in new industries. It outlines tools for formulating and evaluating technology strategy in
entrepreneurial start-ups, including an introduction to models of technological evolution, models of new-firm
strategy development, and models of organizational dynamics and innovation. Topics covered include: making money
from innovation; competition between technologies; strategies for competing against established incumbents;
organization of R&D; technology portfolio development; and theories of diffusion and adoption. This course is taught
using a combination of readings and case studies, covering much of the same conceptual material as 15.912 but with
an emphasis on entrepreneurial start-ups. Case study material is mainly from start-ups and fast-growing firms. |
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#15.394
Designing and Leading the Entrepreneurial Organization |
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| This subject is about building, running, and growing an organization. Subject has four central themes: (1) How to think analytically about designing organizational systems, (2) How leaders, especially founders, play a critical role in shaping an organization’s culture, (3) What really needs to be done to build a successful organization for the long-term; and (4) What one can do to improve the likelihood of personal success. Not a survey of entrepreneurship or leadership; subject addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Through a series of cases, lectures, readings and exercises students develop competencies in organizational design, human resources management, leadership and organizational behavior in the context of a new, small firm. |
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#15.395
Entrepreneurship / Venture Capital without Borders |
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| This course examines the opportunities and problems for entrepreneurs
outside the US, particularly in emerging markets. Students gain understanding of the linkage between business
environment and new business creation and learn the analytics of venture finance. In addition to discussing the
range of global entrepreneurial situations, student groups pick one particular market opportunity on which to focus
and develop an outline business plan. Classroom interactions are based primarily on case studies. |
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#15.396
Energy Ventures |
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| Targeted at graduate students with an entrepreneurial bent and a strong interest in the energy industry, this subject will cover the basics of what makes new ventures in energy successful. This knowledge will then be put to practice in a major term project. Teams of science, engineering, and management students will select and evaluate an energy innovation (technology, business model, or other idea) and develop a plan to create a new venture around this innovation and take it through to realization. Course will be limited to 20 people. Management students are expected to have taken 15.390 (New Enterprises) or 15.371J (Innovation Teams) or equivalent. Science or Engineering students are expected to have taken 10.391J (Sustainable Energy) or equivalent. Resumé and application including a brief statement of objectives will be required in advance of registration to determine eligibility for course. |
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#15.387
Technology Sales and Sales Management |
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| Nothing happens until a sale is made. That simple point underlines the
critical importance of sales to the entrepreneur. Almost every business plan "assumes" a certain amount of sales,
but that assumption is the tipping point. Without sales, the entire business model is an exercise in frustration.
The entrepreneur must not only understand the sales process, but also embrace the fact that the ability to sell
is the single most critical success factor of any new enterprise. This course does not approach sales from the
vaunted perspective of 'strategy.' It gets right into the very practical and tactical ins and outs of how to sell
technical products to a sophisticated marketplace. Then it moves into the more complex subject of how to build and
manage a sales force and covers subjects such as building compensation systems for a sales force, assigning
territories, resolving disputes, and dealing with channel conflicts.
In a larger sense, the entrepreneur has to "sell" his vision to prospective employees, to angel and venture
investors, and to strategic partners. While all true and all necessary, this course focuses directly on selling to
customers, whether that is through a direct salesforce, a channel salesforce, or building an OEM relationship. Sales
is the one function that can't hide behind the veil of corporate doubletalk; sales goals are either made or not made.
Every entrepreneurial activity leverages off that single fact. Markets are not totally rational organizations and the
firms with the best sales teams usually will win. |
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#15.398
Corporations at the Crossroads: The CEO Perspective. |
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The objective of Corporations at the Crossroads: the CEO Perspective is to allow students to learn and benefit by interacting with some of the world's leading CEOs from information technology, energy, financial services, entertainment, biotechnology, and other fields. Recent guests have included James Owens, President and CEO of Caterpillar, Gary Kelly, President and CEO of Southwest Airlines, and Jim Tobin, President and CEO of Boston Scientific. This course deals with the job of the CEO, corporate strategy, and career learnings, advice, and counsel from our guest CEO’s. The sessions are highly interactive, with questions and discussions. In addition, each week before class, a small group of students has dinner with the guest CEO—a truly unique experience.
Course 15.966: " Managing in Adversity: The CEO Perspective ", a sister course to
15.398, is offered in the fall and spring semesters. |
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#15.399
Entrepreneurship Lab |
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Teams of science, engineering,
and management students participate actively one day a week on-site with
the top management of high tech start-ups in order to gain hands-on experience
in starting and running a new venture. Student projects focus on one urgent
aspect of the start-up such as the choice of an initial target market, the
value proposition for customers in the first market, or the specific sales
approach. High-tech companies are recruited from the Boston/Route 128 region and beyond. More
than 350 startups have participated in the Entrepreneurship Lab program.
The supply of participating companies offering internships exceeds student
team demand by a factor of 3:1 or more.
Web site: E-Lab |
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#15.431
Entrepreneurial Finance |
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| Examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. Addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how funding, employment contracts and exit decisions should be structured. Aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In-depth analysis of the structure of the private equity industry. |
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#15.615/647
Law for the Entrepreneur and Manager |
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| Broad-gauged introduction to business law covering the major law-sensitive issues arising in the building and financing of new ventures, and the management of mature companies. Organizing a new company; venture capital; contracts; liability; employment; intellectual property; public offerings and running a public company; antitrust; regulatory compliance and business crime; taking a business international; selling a business; bankruptcy and reorganization; and business disputes. Focuses on US law but frequent comparisons made to other systems. |
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#15.616
Basic Business Law, Tilted Towards Innovation and Strategy |
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Provides managers with the solid foundation in business law needed to deal with a broad range of complex law-sensitive issues. Includes most topics covered in 15.615, although some at a quicker pace. Extra attention given to legal issues that arise in the context of innovation and the development of business strategy, including the legal framework of transnational business, developing cutting-edge technologies and products, and restructuring and repositioning major corporations. May be of special interest to students who are considering careers in strategic management and consulting.
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#15.835
Entrepreneurial Marketing |
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| Teaches students to do rigorous, explicit, customer-based marketing analysis which is most appropriate for new ventures. Explicit analysis of customers and potential customers, using available data, together with explicit and sensible additional assumptions about customer needs and behavior. Also teaches ways to implement marketing strategies when resources are very limited, and common deficiencies in marketing by entrepreneurial organizations. |
#15.962
Special Seminar in Management: High-Tech Start-ups |
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| A pragmatic, fast-paced primer course on the dynamics of high-tech entrepreneurship designed for science and entrepreneurial faculty, graduate students in science, engineering, medicine, and entrepreneurship. Also, post-docs and interns with entrepreneurial interests are welcome. Features prestigious industry guest speakers, and is taught be Dr. Jack Gill, co-founder of Vanguard Ventures and founder of several successful high-tech businesses. Topics: VCs, Entrepreneurs, VC Firms, Startup Company Dynamics, stock options, compensations, financings, cap schemes, photonics case study, telecom case study, and high-tech career planning essentials. |
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#15.963
Social Entrepreneurship |
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| Social Entrepreneurship develops skills and competencies for creating, developing, presenting, implementing and measuring the success of social innovations. This subject addresses those who want to: start an organization whose primary focus is social impact (education, healthcare, economic development, environment, the arts, etc.), support organizations involved with social change, or integrate social impact work intro their private sector career. |
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#15.966
Managing in Adversity: The CEO Perspective |
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| "Managing in Adversity" places you in the shoes of the Chief Executive Officer confronted by a high adversity situation. We are not talking about “just normal” business problems. The high adversity situation is the “triple witching hour,” the moment of truth, the critical situation in which a CEO has to quickly define the issues and take critical and precipitous actions… actions which might well determine the fate of the company…and the CEO. The course uses cases and guest CEO speakers who present real-life high adversity situations that you will be asked to deal with through role playing. The course brings together the critical skills required for dealing
with complex problems under highly adverse conditions.
Course 15.398: " Corporations at the Crossroads: The CEO Perspective.", a sister course to
15.966 will be offered in the spring semester, along with another section of 15.966.
Managing in Adversity: The CEO Perspective. |
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#15.970/MAS 665
Digital Innovations |
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Digital Innovations is a Spring seminar surveying the blossoming arena of social
software, particularly applications based on smart phones. We explore the
possibilities of this technology through research testbeds, which are systematically
deployed research lab prototypes that attempt to shape human behavior and communication
in organizations while systematically observing the (often unexpected) social
consequences. All students are expected to: (a) participate in the exploratory phase
of one of the technology testbed projects, (b) form teams to design novel experimental
tools/artifacts and/or applications, (c) run at least one rigorous experiment, and (d)
write a summary project report. In the past these projects have been the basis for
future research, publications, and spin-off ventures. |
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#15.971/MAS 667
Developmental Entrepreneurship |
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Developmental Entrepreneurship a Fall semester seminar lead by Professor Alex (Sandy)
Pentland on building entrepreneurial ventures using the new generation of mobile
information and communications technologies, with particular emphasis on technologies
and ventures that can cause major social change throughout the world. We will explore
a range business models and opportunities by examining case examples of businesses
launched by MIT innovators, and consider the general problems of deploying and
diffusing products and services through entrepreneurial action. By drawing on live and
historical cases, especially from Asia, Africa, and Latin America, we seek to cover the
broad spectrum of challenges and opportunities. Students are asked to craft a business
plan executive summary, worthy of submission in the MIT $50K Entrepreneurship
Competition $1K Warm-Up (and possibly the preliminary round of the MIT IDEAS
Competition) in the Fall of 2004. In previous years several teams have won in the $1K
competition, and we have had a half-dozen actual spinoff ventures emerge from past
seminars. |
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#15.974
Special Seminar in Management: Preliminary Venture Analysis and Personal Entrepreneurial Strategy |
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| This is an opportunity for group study by graduate students on current
topics related to management not otherwise included in curriculum. Are you entrepreneurial and interested in
strengthening the skills needed in business start-ups? In this course, you will gain insight into entrepreneurial
people and how entrepreneurial you are. As part of this process, you will develop your Personal Entrepreneurial
Career Strategy. Equally important, you will learn more about the process of business development and will perform a
Preliminary Venture Analysis to determine if a business idea can be built into a high-potential business opportunity.
This course is a solid starting point for entering the MIT $50K Entrepreneurship Competition and/or for registering for
courses in entrepreneurship at Sloan. |
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#15.975
Seminar in Management: The Nuts and Bolts of Business Plans |
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| Open to undergraduates as well as graduate students. Explore the nuts
and bolts of preparing a business plan, from the executive summary, through the full text and financials, to the
PowerPoint presentation in front of potential investors. This series is recommended for people interested in starting
up and/or improving a new business. Undergraduate and graduate students planning to enter the MIT $50K
Entrepreneurship Competition in February should find the series particularly useful. Students taking the course for credit will submit a 2-3 page executive summary for a business plan (which can be the one they submit for the MIT $50K). Speakers will include
entrepreneurs, venture capitalists, other financing sources, and experts. Readings are assigned from texts and
excerpts from actual business plans of successful companies. Attendance at each session is required unless previously
arranged. |
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#15.976
Seminar in Management: Starting and Building a Successful High Tech Venture |
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| Designed to provide participants with a deep understanding of the structure and dynamics of the energy sector and the strategic opportunities available within it. The course first develops the necessary strategic frameworks and then applies them to major issues in the energy sector and to opportunities resulting from potential innovations in energy supply, demand, conversion, and markets. Opportunities will be addressed from the perspectives of established energy companies, technology developers, equipment and service suppliers, financial players, and entrepreneurs in domains such as enhanced recovery from mature assets, combined generation/sequestrian, alternative energy sources, demand management, potential carbon regimes, and virtual refiners or peakers load generators. |
#15.993
SStrategic Opportunities in Energy |
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| Opportunity for group study by graduate students on current topics
related to management not otherwise included in curriculum. Open to undergraduates as well as graduate students.
First taught in 1981 by the MIT alumni of the MIT Enterprise Forum, this course addresses the issues faced by
entrepreneurs who wish to transform their venture from an idea into a fast-growing company. In five class sessions,
we will present strategies for long-term growth and sustainable business development. Issues such as general
management, team formation and leadership, growth capital, business infrastructure and outside advisors will be
covered in the context of a start-up company. Guest lecturers -- successful entrepreneurs, venture capitalists, and
service providers -- will discuss their experiences. The final class will cover MIT resources available to students
starting companies. Course work includes readings and a 10-page written assignment. |
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