Student Perspectives:

Shino Yamamoto

“Going through the rigorous experience of the EMBA program will help me not only gain general management skills, but also build up my confidence and leadership skills to become a better businessperson.”

Shino Yamamoto, MBA 2012
Senior Product Manager, Microsoft Corporation

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Building on the core foundation, elective offerings drawn from both schools allow students to engage deeply in topics and disciplines of their choosing—providing intensive learning and tailored expertise.

Sample electives include:

Capital Markets and Investments

This is a course in Investment Analysis. Broadly speaking, this field investigates the relationship between different financial assets. This is NOT a class about how to pick stocks. It is, however, a course about how to pick portfolios. You can use your understanding of portfolio theory to make investments that are on average the best ones. You will learn how to identify and take advantage of arbitrage situations (on the rare occasion they arise), understand the risk/return trade-off, construct a well-diversified portfolio, and be able to price perfect substitutes, both in the fixed income (bond market) and the equity markets. Not only will you learn tools in this class, you will always learn how to think like a financial economist about practical problems and situations.

This course is also a pre-requisite to finance electives. Students may also test out of this course.

Marketing Strategy for High Technology Organizations

This course offers students the opportunity to develop skills and acquire experience in dealing with strategic marketing planning issues in technology-intensive environments. The first objective is to familiarize students with the problems inherent in marketing strategy formulation and execution in single and multiunit organizations and develop skills in using a variety of contemporary approaches to formulating strategic plans in such organizations. The second objective is to enhance students' skills in assessing marketing threats and opportunities, forecasting patterns of market evolution and developing strategies that are consistent with these assessments.

Topics covered include:

  • The integration of marketing and technology strategy
  • Marketing strategy and competition
  • Product life cycle analysis
  • Experience effect/learning curve analysis
  • Network externalities
  • R&D and marketing interface
  • Forecasting
  • The strategic use of information and information technology
  • Value propositions for technology-intensive products


This is a course about how to start a business; it will focus on those businesses that are not small by design and, with hard work and good luck, can be expected to develop into complex enterprises. Perhaps more than most courses, it depends heavily on input provided by students, who are graded on participation. Cases are used heavily and experts from the business community, some from out of town, come to class regularly. A well-prepared and intellectually aggressive group of students makes the experience enjoyable and valuable for all.

Executive Leadership

Beyond intelligence and technical savvy, what separates leaders from average managers is a set of individual skills, such as the ability to make sound decisions under ambiguous circumstances, and a set of social skills, such as the ability to cultivate productive working relationships. This course identifies these critical individual and social skills and illustrates how you may develop them and your leadership potential to gain an extra edge in your career.

Because the focus of this course is on directing, motivating and influencing other people within, and outside of, an organization, it is important that the introduction to the course concepts be rich and meaningful. Thus, much of the class consists of an assortment of experiential exercises and class discussion in addition to the conventional lecture format.

Private Equity

This course offers the theoretical tools, real world insight, and practical knowledge necessary for funders and managers of early stage companies to make smart financing decisions in the context of such high-risk/high-reward environments. In the U.S., well over 50% of new businesses fail within their first 4 years of existence fundamentally because they fail to capitalize on market opportunities and/or because they simply run out of financing. The course focuses on early stage financings in particular, venture capital. It is targeted to those who have an interest in understanding the unique issues related to helping and financing a startup company from idea conception to harvesting. The course is equally appropriate for those interested in an entrepreneurial career; those interested in early stage private equity; or those who will be working in industries servicing entrepreneurs, startup companies, or venture capital and private equity firms.

Real Estate

This course covers important financial and economic concepts in real estate acquisition and development, beginning with the elements of real estate pro forma investment analysis. Next, the distinct fundamental locational considerations for valuation of development sites and existing properties are covered across four sectors: residential, retail, office and industrial. Third, the steps to completion of development projects and the contracts that arise among public and private sector partners are covered. The final portion of the class is devoted to understanding the financing of real estate projects, with particular attention paid to different loan types and equity structures (e.g. Real Estate Investment Trusts), the secondary market for real estate debt and the role of real estate assets in broader investment portfolios.

Globalization & Markets & the Changing Economic Landscape

Recent years have seen markedly closer integration of countries around the world, with increased flows of goods and services, capital, and knowledge. Taught by Nobel Laureate Joseph Stiglitz and Bruce Greenwald, this course examines the underlying forces that have led to globalization, as well as globalization’s effects, particularly in developing countries. Drawing on Stiglitz’s recent book, Globalization and Its Discontents, as well as Greenwald’s extensive background in international finance, the course also explores the debate over globalization’s promise and its shortcomings.

There are two alternative views concerning globalization: one, reflected in the protest marches from Seattle to Genoa, argues that globalization has hurt the poor, has been bad for the environment, and is governed by undemocratic institutions operating behind closed doors, advancing corporate and financial interests of the more developed countries. The other argues that globalization is the only means by which developing countries will be able to grow and eradicate poverty. This course will try to enhance understanding of these alternative perspectives. It will analyze the underlying forces that have led to globalization, and identify its effects, particularly in developing countries—when and why it has had the adverse effects that its critics claim, and when and why it has had the positive effects that its proponents argue for. It will examine the need for international collective action, discuss the structure and conduct of the international economic organizations, and assess the extent to which they are to be blamed for the failures of globalization or should take credit for its successes.

Mergers & Acquisitions

This course teaches you the basics of M&A early including valuation, financing, deal structuring, tax and accounting considerations, agreements, and closing documents. You will explore the strategy and tactics behind major deals in the M&A marketplace, practices used in management buyouts, divestitures, hostile takeovers, as well as takeover defenses, and special topics such as outlining the distinctions in the technology marketplace and detecting corruption in attempting cross border transactions as well as betting on deals through risk arbitrage. You will also learn successful leadership factors for creating value after acquiring a business will be covered. The course emphasizes the behavioral aspects in M&A where there are no “canned formulas” that make real world results easy to obtain. This is not a corporate strategy course analyzing business combination rationale slogans but rather focusing on measures that create incremental shareholder value in measureable terms.

Advanced Entrepreneurship

In this course, you will learn how to build a “Lean Startup” using the “Customer Development” methodology to successfully organize sales, marketing and business development, with particular emphasis on high technology companies. The course’s premise is that startups are not smaller versions of large companies. Instead early stage ventures require their own tools and techniques. This course will challenge your perception of the traditional sales, marketing and business development roles, leave you with a new way to view and organize these roles, and help you increase the odds of a successful venture.

Students learn how to solve a common set of issues facing new ventures or existing companies entering new markets: understanding customer problems and needs, developing a sales model that can be replicated, creating and driving end user demand, and transitioning the organization from learning and discovery to a well oiled machine engineered for execution.


Using a highly interactive teaching method, you will learn two kinds of knowledge. The first is a framework for analyzing conflict. You will acquire terms and theories for identifying the type of conflict that exists in a situation, the strategic emphasis recommended, and the tactical options available. This framework will enable you to interpret situations, to plan tactics, and to recognize common ploys from the other side. The framework we develop is simple enough to remember and apply but general enough to fit a wide range of conflict situations. The second type of knowledge the course teaches is behavioral skill. Many techniques depend on the psychological reactions that they elicit in the other person (e.g. liking, trust, openness); if not performed gracefully they can backfire (evoking resentment, mistrust, and defensiveness instead). Hence, repeated practice is required to find a comfort level with tactics and techniques to accomplish the different negotiation goals that you face.

Brand Management
Business Law
Corporate Social Responsibility
Economics of Strategic Behavior
International Seminar
Introduction to Venturing
Investment Wealth and Management
New Product Management
Team Project/Independent Study

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