This course counts toward the following majors: Decision Sciences, Managerial Analytics, and Operations

The Analytics Consulting Lab is a practicum for students interested in developing deep skills in analytics. In this course, students apply classroom concepts and techniques to a real-world analytical task in which they use data to support a managerial decision. Working in a group, students will call upon techniques and theories such as statistics, multivariate regression, optimization, stochastic simulation, decision tree analysis, time series analysis, forecasting, real options, risk analysis, data mining, and discrete event simulation. The projects, pre-approved by faculty, will touch many industries and aspects of business management. A second MEDS course that supports the project is also required. Note: This course may not be dropped after the first week of the quarter.

Risk Lab (DECS-920-0)
The famous American Economist, Frank Knight said, “Profit is the reward for taking risk.” Dr. Knight argues that profit and risk are intertwined. In seeking profits, we must therefore seek risks that are attractive. In the Risk Lab, students examine the attractiveness of risk in a real-world investment decision. The Risk Lab is an experiential learning course, focused on evaluation of risks facing a company or business venture. Students will develop skills in performing risk evaluations in real-world settings. Special emphasis will be given to the investment in the venture, the risks and their impacts, and how to best communicate the impacts of risk when evaluating an investment decision. Projects in the Risk Lab are sponsored by companies, offering students exposure to real-world business challenges, complete with complexities and other realities. The focus of evaluation in these real-world settings is not necessarily to avoid risk or even to directly reduce it, but rather to understand the risk and evaluate its properties, for the purpose of investment consideration. Such examinations may include, for instance, the impact of international economic changes, market trends, policy adjustments, and competitive action, etc. on the enterprise and its profit. The goal of the class is to develop skills in identifying risks, evaluating the nature and impact of risks, and gaining experience in communicating the impact of those risks in the context of an investment decisions. The course will focus on using analytical techniques (such as forecasting, regression analysis, simulation, sensitivity analysis, and scenario analysis) to evaluate the impact of identified risks on the enterprise. Teams are expected to develop risk models in a spreadsheet environment and may also be required to research industry and international trends to provide measures of risk indicators.

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

This course counts toward the following majors: 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.

Global Lab (G-Lab) (INTL-915-0)

This course counts toward the following majors: International Business.

This experiential learning course provides a hands-on opportunity for students to apply classroom knowledge to a real-world problem. In the Global Lab course, four or five students complete an international consulting project for a host company during the winter quarter that culminates in two weeks of on-site research and presentation to senior management. The host company and student team work together to determine the project's scope and parameters, and the team completes each week's research by meeting with an expert faculty adviser. The host company provides feedback that is used in grading students and covers travel expenses for the on-site visit. Students must have completed all core courses with the exception of OPNS-430 which can be taken concurrently in the Winter quarter. For practical purposes, this limits enrollment to students in their second year of the full-time program and those in the one-year program. Part-time program students who have fulfilled their core requirements are also eligible to take the course. Note: This course may not be dropped after the first week of the quarter.

Analytical Decision Modeling (OPNS-450-0)

This course counts toward the following majors: Decision Sciences, Managerial Analytics, Operations.

This course focuses on structuring, analyzing and solving managerial decision problems on Excel spreadsheets. We address problems of resource allocation (how to use available resources optimally), risk analysis (how to simulate the effects of uncertainty in problem parameters), decision analysis (how to analyze sequential decisions involving uncertainty), data analysis (how to synthesize the available data into useful information) and forecasting (how to extrapolate past observations into the future). In each area, we pose specific problems from operations, finance and marketing, structure them on Excel spreadsheets, and analyze and solve them using the available Excel commands, tools and add-ins. The course involves a hands-on, in-class learning experience in modeling and analyzing a variety of business decision problems on a common spreadsheet platform. It should, therefore, enhance one's problem-solving capabilities as well as spreadsheet skills. A good working knowledge of Microsoft Excel is required. Prerequisites: OPNS-430 and FINC-430/FINC-440. May be taken concurrently.

Enterprise Technology Management (Formerly TECH-442-0) (OPNS-458-0)
This course gives managers essential skills for executive oversight of enterprise technology, which is a significant component of practically all business initiatives. Topics covered include return on investment for e-business projects, enterprise resource planning deployment best practices, customer relationship management, enterprise data warehousing, analytic marketing, strategic outsourcing, project and program management, risk management, and strategic alignment of information technology through IT portfolio management. Lectures are complemented by real-life case discussions of strategic and management issues for enterprise technology and include cases on leading technology companies such as Google, Cisco, Microsoft, Oracle and Salesforce.com.

Enterprise Risk Management (OPNS-923-0)

This course counts toward the following majors: Operations, Managerial Analytics

In Enterprise Risk Management, we develop a holistic approach to the identification and management of risks facing an organization. Typically recognized forms of risk, such as Operational Risk, Credit Risk and Market Risk are explored in detail. The impact of shocks to enterprises and the role of liquidity risk and the importance of protecting against it are reviewed. The role of operational risks, such as those a rising from reliance on complex systems, outsourcers, international supply chains, lean processes, and external shocks pose perhaps the greatest risk to firms in the post-globalization era and are reviewed accordingly. This course provides frameworks for identifying, quantifying, and managing risks to the overall enterprise and offers direction on the formulation of a successful risk office and its appropriate integration with corporate strategy.