Harvard Business School - Academics

HBS aims to get students actively involved in the learning process. The ultimate goal is not just a set of skills, but broader qualities that facilitate strong leadership: a talent for analytical reasoning, a capacity for exercising judgment, a respect for diverse points of view, an ability to communicate clearly and effectively, and an appetite for decisive action.

The vehicle for nurturing those qualities is the case method. Harvard faculty puts together 350 new cases each year, compiled through research conducted with the organizations that experienced the scenarios first-hand. Students reviewing a case are put in the decision-maker’s shoes and are expected to analyze and then recommend a course of action in a complex, real-world scenario. In class, the professor will guide discussion, but the vast majority of talking is done by students debating various approaches and ideas. In fact, the quality of that participation is a very important grading criterion (Harvard uses categories I-IV for grading, in which a “I” is the highest possible mark). By the end of two years, students analyze and prepare more than 500 cases. HBS cases are also widely used by business educators at other universities.

Within the larger MBA program, students become part of a smaller community through their “section” groups. Each group of about ninety students has a dedicated faculty team and together they complete the first year curriculum. The groups are assigned at the beginning of the program and are meant to include a diverse mix of backgrounds, interests and experiences.

All students take the same five courses during the first year, focusing on the internal functional operations of business enterprise:

• Finance I: Covers basic analytical skills and principles of corporate finance, capital markets and financial institutions, analysis techniques
• Financial Reporting and Control: Learn the concepts and language of accounting, financial statements, how modern accounting and control theory is used in evaluating economic conditions and making organizational decisions
• Leadership and Organizational Behavior: Begins by examining determinants of group culture & managing performance of individuals teams, then covers elements of successful leadership and concludes with the introduction of a model for strategic career management
• Marketing: Learn to control the elements of the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs profitably; then apply that knowledge in a brand management simulation
• Technology and Operations Management: Examines process analysis, information technology, cross-functional integration, product development, technology & operations strategy

During the second year, the following six required courses expand on the material covered during the first year. They examine the relationship of the organization to larger economic, governmental, and social environments.

• Business, Government, and the International Economy: Examines the impact of exchange rates and political regimes, international trade, foreign direct investment, portfolio capital and global environmental issues
• Strategy: Develop and use analytical tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage. Particular attention is paid to competitive positioning, understanding comparative costs, network externalities, and globalization
• The Entrepreneurial Manager: Learn to identify potentially valuable opportunities, manage and grow an entrepreneurial organization, and create value for stakeholders
• Negotiation: Learn how to effectively negotiate through exercises, cases, readings, and videos
• Finance II: Examines how to evaluate complex investments, set and execute financial policies within a firm & integrate the many financial decisions that firms face
• Leadership and Corporate Accountability: Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. Also covers management and governance systems leaders can use to promote responsible conduct, and the important role personal values play in effective leadership

Students may also enroll in elective courses during the second year. In the 2007-2008 academic year, more than 80 electives were offered. Additionally, students can apply up to two cross-registered courses toward their MBA degree. The other Harvard graduate schools, the Sloan School of Business at the Massachusetts Institute of Technology (MIT), and the Fletcher School of Law and Diplomacy at Tufts University all allow HBS students to cross-register in relevant classes.

Additional opportunities exist to take learning outside the classroom. Immersion experiences during the January break are a chance to engage in field work around the world. During the 2006-2007 academic year, more than 200 students participated in one of these experiences:

• China Immersion: Students met with business leaders and government officials in Beijing, Hangzhou, Sanya, Hong Kong, Shanghai, and Shenzhen.
• New Orleans Service Immersion: HBS students, faculty, and staff members traveled to New Orleans to contribute time and talent to a variety of post-Hurricane Katrina rebuilding efforts in K-12 education, strategic planning development projects, Habitat for Humanity homebuilding efforts, and career support for Dillard University undergraduates.
• Healthcare Immersion: Leveraging Boston's status as one of the world's great medical centers, students studied two medical specialties a day through activities including field trips to local labs, companies, and hospitals. Leading physicians led discussions on surgery, emerging science, and pharmaceutical research.

Students can also participate in field study or individual research projects. A typical field study project is a collaboration between a group of 3+ students and a sponsoring organization. Projects might involve a product launch or new business development, and recent participating organizations include BMW, Nike and Children's Hospital Boston. Individual research has become increasingly popular as a way to personalize the educational experience. Examining a specific topic of interest can be an opportunity to link field-based learning to career planning and the ever-important job search.

Select Programs

Expanding upon the material presented in case-based courses, HBS runs several initiatives that encourage research and field study in targeted business areas:

• The Global Initiative: Global research centers in Buenos Aires, Hong Kong, Mumbai, Paris, and Tokyo assist faculty in case writing and research, and deepen relationships with companies, universities, and governments worldwide
• The Entrepreneurship Initiative: Supplies students with the resources and support they need to explore new ideas and learn how to take a new company forward
• The Leadership Initiative: Ensures that HBS remains at the forefront of leadership research and development for the 21st century and beyond
• The Healthcare Initiative: Integrates the extensive research, thought leadership, and interest in the business and management of healthcare that thrives at HBS
• The Social Enterprise Initiative: Integrates social enterprise-related research, teaching, and activities into HBS daily life & offers students opportunities to prepare for leadership roles in social enterprise and cross-sector careers