This course counts toward the following majors: Entrepreneurship & Innovation

This elective course examines the domain of enterprise risks and how they are managed, monitored, measured and mitigated in leading organizations in a variety of industries. Typically, these risks are unlikely to occur, but very high negative pay-offs such as natural and man-made calamities, managerial dysfunction, major reputational impairment, and disruptive technological advances that render products obsolete. Enterprise risks are normally not amenable to hedging or insurance via capital markets, and mitigation therefore involves decisions that increase operating costs, or even terminate certain business activities. The course is divided into ten sessions (five class meetings), the first and last of which provide an introductory framework and a concluding synthesis. The intervening eight sessions feature speakers from industry and academe with a range of perspectives on particular types of enterprise risk. Students will be expected to attend each class having read assigned readings and prepared to engage with presenters. Students also will be expected to submit a pre-approved, group-prepared teaching case based on an experience involving enterprise risk.

Global Initiatives in Management (GIM) Japan (INTL-473-0)

This course counts toward the following majors: Biotechnology Management, International Business

This course offers students an opportunity to learn about non-U.S. business environments within an innovative and flexible framework that combines traditional classroom-based learning with structured in-country field research. From its inception in 1989 as one class of 34 students covering the Soviet Union, the program has grown to become a cornerstone of the Kellogg experience for many students. The school currently sponsors 13 GIM courses composed of approximately 400 students traveling to 15 countries. Evanston full-time students gain admission to GIM classes through the bidding process in the fall quarter. Classroom instruction is held during the winter quarter, followed by two weeks of field research abroad and seminar presentations of written student reports during the spring quarter. (TMP and EMP GIM classes sometimes follow different schedules.) GIM courses are organized by student leaders under the guidance of a faculty adviser. If you would like to become a GIM student leader, please contact the IBMP office for more information.

Strategic Dilemmas in Business Design (MGMT-911-0)

This course counts toward the following majors: Management & Strategy

This course is designed for students who aspire to general management positions or intend to pursue a consulting career in the area of corporate strategy. Students learn how to think about and analyze organizations holistically, identify the natural tensions that inevitably occur among different functional perspectives, formulate corporate strategy on the basis of multi-functional input and understand better the relationship between strategy formulation and strategy implementation. Course participants will interact with senior executives and, as a consequence, are expected to develop insights into the characteristics of effective leaders and managers. Prerequisite: All core courses or second-year status.

Corporate Governance (MGMT-913-A)

This course counts toward the following majors: Management & Strategy

This course explores policy issues surrounding corporate boards. In the last several decades, corporate governance practices have been strongly criticized. During the 1970s and 1980s, corporate raiders and other dissident shareholders accused boards of entrenchment when tender offers and other merger proposals were refused. In the last decade, the growing holdings of equity securities by institutional investors have pressured these investors to actively monitor and attempt to influence the organization and operation of corporate boards. Increased holdings have increased their leverage. Change has also come from an increase in litigation, challenging actions of corporate boards. All of these factors have contributed to rapid changes in the organization and operation of boards, and there is good reason to believe that changes will continue.