The MMM Program maintains an enhanced design innovation and technology curriculum and prepares our graduates to tackle the complex challenges of the 21st century.  The coursework will require 28.5 credits and will extend seven quarters. Students start in June, join their Two-Year MBA counterparts in the fall, and graduate alongside them two years later. Summer internships will occur at the end of the first year.

View Full TWO-YEAR Schedule

Among the required courses for the MMM Class of 2016:

  • Accounting for Decision Making:  This course acquaints MMM students with the process used to construct and understand the financial reports of organizations. The objective is to understand the decisions that must be made in the financial reporting process and to develop the ability to evaluate and use accounting data. Emphasis is placed on understanding the breadth of accounting measurement practices and on being able to make the adjustments necessary for careful analysis. The course highlights the linkages between accounting information and management planning, and decision making and control. 
  • Applied Advanced Analytics: The course will deal with analytic techniques used to predict future outcomes. Advanced analytics can include: simulation, predictive analytics and optimization. The course will be applied in the sense that students will have to deal with the collection, aggregation, analysis and visualization of real data, dealing with applied problems.
  • Business Analytics:  Analytics is the discovery and communication of meaningful patterns in data. This course begins by providing students with an analytics toolkit, reinforcing basic probability and statistics while emphasizing the value and pitfalls of reasoning with data. Then the course extends the statistical techniques to allow for the exploration of relations between variables, primarily through multivariate regression. In addition to learning basic regression skills, including modeling and estimation, students will deepen their understanding of hypothesis testing and how to make inferences and predictions from data. Students will also learn new principles such as identification and robustness. The course has an intense focus on managerially relevant applications, cases, and interpretations, with an emphasis on connections among analytical tools, data, and business decision-making.
  • Designing and Leveraging Organizational Networks: The course offers a set of strategic principles for you to create, maintain and dissolve networks ties. These principles vary depending on your desire to explore innovations, engage in entrepreneurships, exploit existing resources, implement change, or mobilize for strategic partnerships. The course will identify the optimal principles in these diverse contexts using a set of case studies, review articles, as well a computer bases- visual- analytic demonstrations.
  • Designing and Managing Business Processes:  This course aims to develop both process thinking and design thinking (as applied to the design of business processes) and focuses on three questions:

    1. What is a “good” business process?

    2. Where to target improvement efforts?

    3. How to improve business processes?

  • Research - Design - Build:  This is a dynamic hands-on studio class structured as a practicum, and as such will focus on design research and design thinking methods with a strong focus on innovation built on in-context user needs. The first 5 weeks are intended to rapidly introduce key methods and apply them in a series of design sprints. In the remaining 5 weeks student teams will work on a more robust challenge for a “client,” where they will continue to hone their design innovation skills and connect them to not only the user, but also the business. All assignments and deliverables for students will be in the context of their project(s).
  • Innovation Frontiers:  In this class, students learn the emerging principles of innovation as a science so that they can approach the unfamiliar with a whole new level of curiosity, confidence and courage. The course teaches how to deconstruct anything innovative—from Apple’s iPhone to YouTube or Wii—and how to assess the structural causes of innovation success… or failure. For example, students discover how and why India and China are breeding grounds for entirely new innovation frontiers in order to understand why Lasik eye surgery can be profitable in India at $10 per eye (vs. $1,200 in the U.S.) and how the seventh richest man in China got that way manufacturing solar cell arrays to produce sustainable electricity.
  • Integration Project: The course involves applying specific knowledge of design innovation together with general knowledge of business to address a problem of real world importance to the client. Students work in teams of four to six with the aid of a faculty supervisor. Most projects involve introduction of a new product/business venture. The project requires a visit to the company site at both the beginning and end of the project, plus a formal final report and presentation. Often, the final deliverables will be presented to senior level executives within the sponsoring company.
  • Marketing Management:  This course takes an analytical approach to the study of marketing problems of business firms and other types of organizations. Attention focuses on the influence of the marketplace and the marketing environment on marketing decision making; the determination of the organization's products, prices, channels and communication strategies; and the organization's system for planning and controlling its marketing effort.
  • Organizing for Innovation:  This course is designed to provide managers with a mix of approaches and techniques to manage technological innovation and change within their organizations. The course is divided into three modules. The first module examines how managers can design teams and organizations to promote innovation. The second module focuses on strategies and structures that encourage and impede effective product development. The third module explores practices that managers can use to implement new technologies and drive organizational change.
  • Program Management: A broad survey of project and portfolio management practices that is both a case based and technique based approach to learning the basics of managing projects in complex organizations. The course will culminate in an investigation of project leadership styles and theories.
  • Programming Design: This course is entirely project- driven. Students will build a series of applications together. The class will start with a simple idea and learn just what’s needed about various technologies (HTML, CSS, JavaScript) to make that idea real. The idea starts simple and moves to a more complicated idea using technology. Building functional prototypes of an idea using the Ruby on Rails web application Framework.
  • Service Design: The course goal, broadly speaking is to equip you with the conceptual and analytical frameworks for understanding and managing service businesses. We will apply these to various cases underscoring also the importance (and increased availability) of data in supporting strategic and tactical decisions.