Management & Organization (MGTO)

A study of the management process, including planning, organizing, staffing, directing, and controlling. Emphasis is placed on executive leadership, organizational behavior, and management theory.

You were likely born in an organization. Right now you are being taught in an organization. One day you will work in an organization. You will rely on organizations to obtain basic necessities, to participate in activities, and for many facets of life. Organizations emerge because individuals can't or don't want to accomplish their goals alone. This course will explore topics of strategy, networks, culture, teams, motivation, influence, decision making, innovation, and leadership.

Every year, sports publicly provide us with examples of teams that experience success not because of their talent but because of the team's ability to perform together in a way that makes the whole greater than the sum of its parts. This class will explore and seek to understand what happens on those teams and how leaders across industries can create the "chemistry" that helps the team get "in the zone". Through intentional practice and reflection, students will develop and enhance the skills needed to lead their teams in the future: self-awareness, empathy and perspective taking, relationship building, and communication.

Strategic management deals with the organization, management, and strategic positioning of the firm so as to gain long-term competitive advantage. Many of your business courses emphasize a specialized, functional perspective of business situations (e.g., marketing, human resources, accounting, finance, operations management). In this course, we integrate these acquired skills by taking the perspective of a general manager (or, equivalently, a management consultant). General managers are responsible for setting the goals, objectives, and strategies of the organizations they lead as well as the implementation and execution of such plans. To do this, managers must be capable of understanding and utilizing the knowledge from each of the organization's functional areas to develop a cohesive and effective competitive strategy. In addition, they must be able to analyze competitive situations within industries in order to understand the sources of the firm's competitive advantage. In today's business environment, whether you are a new hire, consultant, or the CEO, you must be capable of thinking strategically.

This course is designed to introduce the central questions of ethics and morality, with a focus on skill-building and ethical leadership. The course includes discussion of theories and concepts that illuminate ethical awareness, knowledge and action to inform problem solving and enhance effectiveness in business. Ethical dilemmas faced by business people are integrated into the class for discussion and analysis, and both philosophical and behavioral approaches to ethical reasoning, decision making and leadership are explored.

This course will be an intensive course in the fundamentals of morality and a Catholic perspective on business ethics, as applied for students preparing to enter the business world. *FOR BUSINESS HONORS PROGRAM STUDENTS ONLY.*

The course focuses on issues and challenges faced by business entities comprising the largest and most important segment of our economy - energy. Large, integrated oil and gas producers will be highlighted as well as power generators and transmission companies (primarily regulated oil and gas utilities) and producers of alternative fuels. Energy efficiency and related smart grid initiatives will be explored. The course is a requirement for students choosing the Energy Studies Minor.

A study of the management process, including planning, organizing, staffing, directing, and controlling. Emphasis is placed on executive leadership, organizational behavior, and management theory.

This course examines some of the most important ethical issues in business today, such as businesses' responsibilities to workers, consumers, and investors, the pros and cons of 'free markets', the challenges posed by environmental damage and automation, the ideas of 'social' responsibilities and 'ethical' consumption, and the special dilemmas faced by multinational businesses. We will study these issues through a selection of contemporary cases, issues, arguments, and approaches, along with much class discussion, with the aim of helping you to develop a familiarity with the issues and debates and your ability to discuss, reflect on, and defend your own ethical views. Thus, rather than focusing exclusively on strategy (the instrumental management of ethical issues by business), theory (the study of abstract ethical principles, then applied to cases), or virtue (the moral improvement of you as individuals), the course combines aspects of these different approaches in the broader activity of developing your own reasoned views about the ethics of business. The course is divided into three parts. In the first part, we will study and discuss four introductory cases, to start you thinking about some key questions in business ethics. Then, in the second part, we will explore three fundamental debates: over the ethics of free markets, businesses' responsibilities to society, and the government's role in regulating business. For each of these debates, we will first study the main ethical ideas and arguments and then examine a specific, representative case or cases. Following this second part of the course, you will prepare your first written assignment. In the third part of the course, we will examine businesses' responsibilities to consumers, workers, and the environment in more depth, by studying some more specific and sophisticated issues, theories, and cases. Here you will also participate in a more formal group debate in class, and prepare your second assignment based on it. Finally, at the end of the course there will be a cumulative exam.

Our planet, our technology, our society, and our businesses are changing faster than ever. In 1836 Nathan Rothschild, the richest human in the world, died at age 54 from an infection that would be cured today with an antibiotic for less than one dollar. Today's iPhone has 100,000 times the processing power of the Apollo 11 moon landing guidance computer. Our world is progressing, but with that progress comes disruption, dissolution, and obsolescence. The Futuring course prepares students for a rapidly changing world by analyzing major trends and issues impacting business and society in the future. Participants are exposed to a variety of futuring tools and methods employed by professional futurists and strategists. These are applied in a semester-long team project exploring a phenomenon of change of their choosing. Through a process of scenario planning, students cultivate a foresight mindset to examine key uncertainties and create alternative futures. Insights on emerging opportunities are developed along with recommendations on how business can positively influence future change and create resilient strategies to enable success in an uncertain future.

Strategic management deals with the organization, management, and strategic positioning of the firm so as to gain long-term competitive advantage. Up until this time, most of your business education has emphasized a specialized, functional perspective of business situations (e.g., marketing, human resources, accounting, finance, operations management). In this course, we integrate these acquired skills by taking the perspective of a general manager (or, equivalently, a management consultant). General managers are responsible for setting the goals, objectives, and strategies of the organizations they lead as well as the implementation and execution of such plans. To do this, managers must be capable of understanding and utilizing the knowledge from each of the organization's functional areas to develop a cohesive and effective competitive strategy. In addition, they must be able to analyze competitive situations within industries in order to understand the sources of the firm's competitive advantage. In today's business environment, whether you are a new hire, consultant, or the CEO, you must be capable of thinking strategically.

Some people find joy and fulfillment in their work while others find it unpleasant and barely tolerable. While many people merely speculate on the factors that affect our work lives, we'll explore solid evidence concerning the key factors that have been found to influence employee attitudes, motivation, and performance. You'll build awareness of interpersonal dynamics, and gain insights into how to manage the behavior of others more effectively.

This course provides students the opportunity to interface with leading consulting firms and work as a team to solve business problems. Top firms, like Deloitte, KPMG and EY, give students a realistic job preview by sharing their organization’s culture and process of engaging clients, helping students discern their own career choices and gain practical experience for interviews. Teams compete and solve five cases during the semester by framing key questions to break down the problem, organizing and collecting relevant evidence, and presenting creative feasible solutions to the client. The consulting firm evaluates the proposed solutions for their case and selects a winning team. This class will develop your “corporate street smarts” and allow you to leverage your creative and problem-solving skills. The development and delivery of client-facing presentations also helps individuals hone their communication skills. Finally, in this highly interactive class, students learn the principles of group dynamics and create an impactful deck and action-driven solutions and deliverables.

As the challenges and opportunities facing society and businesses grow more complex, and as stakeholders grow more diverse, organizations are increasingly seeking innovative ways to create and capture value. In this course we will explore organization-centered methods of innovation while gaining proficiency in human-centered methods of innovation through an approach known as "design thinking". Students will work in teams and consult with a client throughout the semester to apply design thinking - a systematic application of ethnographical research, ideation, prototyping, and customer co-creation - to develop innovations grounded in the client user's current and future needs.

Prior to travel to the project site, students will complete ethnographic research, ideation, and design prototype tests.

Students will work on defining and monitoring success metrics for client projects, prototyping and implementing concepts, and apply hands on project management and client communication skills.

Innovation is essential for all organizations to address the most pressing challenges our world is facing. In Innovation & Design Thinking (I&D), students applied design thinking frameworks to a pressing challenge where they empathized with stakeholders, defined unmet needs and areas of opportunities, and ultimately identified innovations to prototype and test. In Innovation for Impact, students evaluate and build on the portfolio of recommendations from I&D, prioritizing those to move forward to implementation. Working directly with the client, as well as faculty and industry advisors, students move into the role of consultant and implementer, setting and tracking weekly deliverables, scoping budgets and costs, tracking and managing key performance indicators, and ensuring implementation for sustainable impact.

There is nothing more important than a well-lived life full of meaning and purpose. But how do you ensure you are following your right path? Using the principles of design thinking, students will will embark on an intentional journey of understanding where they are, how to uncover new opportunities, how to test those ideas, and how to ultimately design your ideal journey forward.

International business is conducted with and through people from various cultural backgrounds. Cultural differences, if not understood and bridged, can be significant barriers to the implementation and success of a business venture. We'll learn how to conduct business across borders and cultures by focusing on the cultural, political, economic and legal environments in which multinational corporations (MNCs) operate.

Whether you are working for a Fortune 100 company, a dot-com startup, or something in between, it has become increasingly clear that "the people make the place". We'll learn how organizations acquire, develop, and maintain high-performing employees. We'll examine HR systems from a managerial point of view to help you become informed consumers of practices that affect the quality of life in an organization. This should help you manage your own career and provide useful skills as you progress beyond your initial job placement.

This course serves as a foundational course for students exploring careers in entrepreneurial innovation. Students are introduced to competing models of innovation, its historical evolution, and its role as a driver of economic growth, value creation, and improvements in the human condition. The course explores the innovation mindset, key skills and capabilities associated with innovative and entrepreneurial thinking, and the processes through which new ideas are transformed into valuable products, services, and business models. Topics include anticipation of emerging opportunities, ideation and creativity for concept development, business model innovation, and evaluation of fit and feasibility, culminating in the development of innovation concepts for future development.

Some of the most dynamic and successful businesses are aspiring to a "double" or "triple bottom line": profitability, beneficial human impact, and environmental sustainability. This course exposes students to a new and growing trend in leadership, venture creation, product design, and service delivery which uses the basic entrepreneurial template to transform the landscape of both for-profit and not-for-profit ventures.

Social Entrepreneurship has sparked dialogue and debate for two decades. Its very definition is much debated, as well as its capacity to create sustainable, scalable, systems-changing impact. This course explores the theoretical concepts, practices and strategies associated with the dynamic discipline of social enterprise and innovation. For our purposes, social entrepreneurship is the landscape, of which paradigm-shifting solutions like microfinance, MSME (Micro-Small-Medium Enterprise) development, bottom of the pyramid, fair trade, impact investing, and the like, are components. This course will study many of these concepts, focusing on their opportunity for social impact, and as a vehicle for wealth creation in vulnerable and disenfranchised communities across the globe. Further, the course covers examples of various social enterprise models (for-profit, non-profit, hybrid), requiring students to analyze and devise strategies to improve the efficacy of these ventures. Finally, the course engages students in research seeking to advance the field of social entrepreneurship at the Keough School of Global Affairs and Notre Dame.

Every new venture needs money and other resources to begin operation. The best source of money depends upon the nature of your idea and its stage of development. We'll learn when it is best to go to your family and friends and when it is best to go to banks, angel investors, venture capitalists or other funding groups. Of course, you'll need to know how to position your proposal, how to perform venture valuation and a bit about the theory of entrepreneurial finance. When you finish this course you'll know who to approach to "show you the money" for your deal!

This course will teach students about prototyping processes in manufacturing including CNC, 3-D printing, injection molding, woodworking, and vacuum forming. They will engage with the IDEA Center, gaining first-hand experience with the SolidWorks CAD platform and 3-D printing resources for creating models and rendering of physical prototypes. A technical background is not required, but a maker mindset and curiosity for concept development is encouraged.

This digital prototyping course will empower students with powerful low code/no code capabilities to fuel entrepreneurial concept development and MVP prototyping in the digital space. Students will engage with experts from the Notre Dame IDEA Center to gain first-hand experience in next generation solutions for app and digital platform development. A technical background is not required, but a maker mindset and curiosity for concept development is encouraged.

Horizon Scanning is a capability that can provide a valuable glimpse into emergent change and opportunity. Done well, it is a powerful lens for anticipatory innovation. In practice, horizon scanning relies on both SENSING and SENSE-MAKING to identify signals in noisy environments and effectively interpret the possible impacts that may follow. The Horizon Scanning course will provide an opportunity for students to work with industry practitioners to gain hands-on experience in horizon scanning in a real-world setting.

There is a saying: No idea survives first contact with the market. For entrepreneurs, the pathway to early customer adoption relies on connecting with potential customers to test assumptions and validate product-market fit in ways that are very different from the strategies used by brands that are large and established. With an emphasis on digital marketing strategies, the Go To Market course will provide hands-on experience in designing and testing market strategies that can generate real evidence to validate early assumptions and generate the traction necessary for entrepreneurial success.

Only a fraction of a manager's communication time and effort is spent on writing, but without question, the most important issues in business end up on paper. This eight-week course will help you to improve your writing, as well as your critical thinking skills. We look at a range of expression issues related to language use, style, tone, grammar, punctuation, and organization. Students will learn to make decisions about document preparation, including format, layout, and design. Students also will develop an understanding of the ethical dimensions of business writing. One cannot become a better writer overnight, but this course can begin the process.

More information is being passed orally in business than ever before. This course can help students improve their speaking skills and overcome their fear of giving a speech. The eight-week course explores the communication process and shows how success in business is related to one's ability to integrate speaking skills with communication strategy and theory. Students will learn to research, write, organize, and present business briefings, informative speeches, and persuasive talks using PowerPoint technology. Students will learn to confront and overcome their fears about speaking in public.

A principal challenge for every manager is to determine what sorts of arguments others will find persuasive. Communication is at the heart of what business is about: writing, speaking, and listening are skills that will permit you to succeed. We'll use case studies to examine authentic business problems and we'll offer coaching, feedback, and peer review to develop the skills that executives, customers, employees, shareholders, the press, and the public find so valuable in a professional manager.

Communicating for Impact emphasizes effective self-expression: making you better as a writer and speaker so that you can influence others and improve business outcomes. This course will examine your current writing and speaking abilities, provide you with a clear sense of marketplace standards, and give you the tools to improve your writing and speaking. To achieve these objectives, you will read (and we will discuss) textbook chapters about management communication, case studies about authentic business problems, and other current readings. You will write a number of typical business documents, researching business issues. You will work alone, as well as with others on a writing team, and deliver business presentations. Finally, to achieve the goal of becoming a better writer, you will be tested on the communication process through exams based on textbook readings and other materials presented in class.

A principal challenge for anyone working with ubiquitous data is communicating results of an analysis to stakeholders. This course teaches students the art of clear, effective, and engaging data presentation with attention to the business necessity of translating complex technical subjects into actionable insights for a lay audience. Students will harness the power of storytelling for the strategic benefit of an organization by turning a raw set of data into a compelling message that resonates with an intended audience.

Anita Roddick built the Body Shop on the stories behind her products. Walt Disney told stories that created an immersive experience in magical worlds. Richard Bronson never shied away from telling an unpolished story, knowing that flaws make a story memorable. Among the greatest storytellers of all time, these three understood the power of storytelling to inspire others, drive decision-making, and ignite action, particularly when combined with data and sound logic. This course teaches students the art of clear, effective, and engaging data presentation using storytelling techniques. Delivered in a hands-on, workshop-style format, students build a data story from start to finish focusing on context, visual design, strategic messaging, and persuasive delivery.

Your career success will depend in part on your ability to reach agreements with other parties on important matters when the interests of the other parties may be in opposition to your own. Improving this skill, the skill of negotiation, is the focus of this course. We use classic theory, recent research findings, and a series of role-play exercises to introduce you to all phases of the negotiation process. You will learn how to prepare for success, perform well in the negotiation interaction, and recognize post-settlement opportunities. The role-play exercises feature a variety of situations and issues for the broadest range of experiential learning.

Crisis communication is the process of "verbal, visual, and/or written interaction between the organization and its publics (often through the news media) prior to, during, and after the negative occurrence." Organized by the pre-, during, and post-crisis phases, this course explores the strategies for communicating with various stakeholders and the dynamics of managing a crisis in a digital communication era with an integrated crisis communication plan. Students will examine major scholars and crisis resources, and document their understanding of crisis communication through writing assignments and a crisis simulation. Students will recognize the major concepts and theories of crisis communication, be able to list 3-5 scholars relevant to crisis communication, identify best practices for writing crisis messages, and articulate the meaning and practice of crisis communication for various crisis events.

This course is rooted in the conviction that all professionals flourish when business reflects a commitment to gender equity. Students will be provided with insights from scholarly research and corporate practice with a focus on practical strategies that will help them to work more comfortably and productively in inclusive work settings and to become more effective equity champions. Course topics will include employee voice and engagement for women and men, across generational cohorts, with a focus on the aligning values with meaningful work. The course will be conducted in a seminar format involving discussion of readings and one another's perspectives, experiences and insights. We will also engage and learn from outside speakers, including MBA student leaders who have instituted changes to the ND MBA curriculum to raise the profile of inclusive leadership at Mendoza.

This colloquium, affiliated with the Notre Dame Deloitte Center for Ethical Leadership (NDDCEL), is a seminar-style course through which students examine best practices in decision making and action from business and academic research, with a focus on developing capacities for effective, ethical business leadership. Fellows engage with scholars, graduate business students, and alumni and other professionals at companies including Deloitte, with a particular focus on inclusive leadership and leadership for social and environmental sustainability. The course also offers an optional immersion trip during fall break; this is a funded opportunity for Fellows who are successfully progressing in the course to travel and experience an example of ethical leadership and collaboration in practice. Fellows will share highlights of their learning with the NDDCEL community of professionals from industry and academia.

Effective, ethical business leadership in a global context requires the ability to understand and synthesize inputs from a variety of sources, to discern information from multiple, often conflicting perspectives, and to communicate complex data and information clearly and persuasively to diverse stakeholders. Through reading and writing, discussion, and engagement with classmates and outside experts including international faculty, students will examine the intersections of sustainability and global business, with a focus on the role of business decision making and action in the interrelated areas of sustainable environmental and social impact. The topic is more salient than ever, as communities around the globe ask whether the pandemic and related economic crisis will prompt a new vision for society that focuses on justice and sustainability, or will simply continue to exacerbate existing inequities. The course complements courses on campus that address sustainable development, but differs in its focus on mainstream companies in advanced economies, and their engagement with community stakeholders. Through written work, reading, and exploration of key concepts, the students will work toward their culminating assignment, a research paper that presents an informed perspective on a specific topic of their choosing within the course theme.

The course is designed to raise students' ability to recognize and resolve ethical issues in sports, but also more broadly in business, accounting and life. Accordingly, this course will ask students to examine a variety of issues through various ethical lenses. Topics will vary from semester to semester, but are likely to include the ethical dimensions of: college athletics, including amateurism, compensation, and unionization; wellness, focusing on everything from finances to doping; corruption, including gambling, college academic and admissions scandals, and FIFA; and sports and the common good, i.e., can sports advance issues as diverse as gender and racial equity and sustainable economic development in the form of stadium construction and hosting the Olympic Games. In addition to critical thinking, students will be well served by curiosity, skepticism and keeping an open mind. Requirements typically include in-class participation, a presentation on a current ethical issue in sports, and two exams.

This course will use Food and Beverage and Agriculture industries to unpack a wide range of topics to provide a broader view and understanding of the sustainability challenges faced by the companies today, the innovative approaches to address sustainability as they work toward future sustainability goals, and how companies make short/mid/long term business decisions as they strive to make sustainability a part of the company's values and long-term strategy. A deep dive into the consumer evolving mindset toward sustainability will expose consumer motivations, needs, and "demands" the consumers place on the business and how business can effectively communicate their commitments, track the progress, and communicate back to the consumer to gain their trust.

In today’s interconnected global economy, there is a growing realization that we must restore public trust in business. Integrating environmental, social and governance issues into corporate management is the overriding purpose of the United Nations Global Compact and its ten principles. This is the heart of the corporate sustainability movement and an effective way to restore trust in business. Take one look at the smog that hangs over the former Olympic host city Beijing and it becomes abundantly clear—globalization and economic expansion come at a price. Resource depletion, worker exploitation, pollution and corruption—this is the dark underbelly of globalization that has raised alarm bells around the world. Thankfully, more and more individuals and organizations are waking up to the social, environmental and ethical costs of a global marketplace and are making a sound business case for a new era of moral capitalism. Leading the way in this regard is the United Nations with its groundbreaking Global Compact initiative. Launched in 2000, the Global Compact now has more than 18,000 businesses in 162 countries around the world—making it the world’s largest voluntary corporate social responsibility project.

The idea that people of religious faith ought to bring their religious values into the workplace, that these values ought to influence the quality of life and important decisions in business, is the premise of this course. Yet what is a good business leader and how does he or she contribute to the common good? How is spirituality rooted in religion and can it be dissociated from it? What does it mean to say that business is a vocation? What is the Christian understanding of work? How do other major religions understand work? What are potential areas of tension in the business world for a person consciously living a spirituality of work? These and other questions are the focus of this course.

What is the role of business in a just and humane society? Many of you are about to dedicate your lives to business, and the rest of you will work, in one way or another, with business. Yet many people believe that business is a morally suspicious activity, a suspicion evident in the common belief that business people need to "give back" to society. Is business an activity for which one must atone? Are people right to be suspicious of business? This course is designed to engage ideas from the Catholic tradition with perspectives drawn from moral philosophy, business, and economics. We will engage issues of faith and normativity both critically and constructively. Students will consider competing positions on faith and normative questions, will reflect on (or discover elements of) their own faith or non-faith, and will describe the extent to which they believe various claims are supported by faith or reason. This course responds to Pope John Paul II's Centesimus Annus (1991) and Pope Francis's Laudato Si (2015), which called on Catholic education to "safeguard the moral conditions for an authentic 'human ecology'" (Centesimus Annus, 38). *FOR BUSINESS HONORS PROGRAM STUDENTS ONLY.*

What is the role of business in a just and humane society? Many of you are about to dedicate your lives to business, and the rest of you will work, in one way or another, with business. Yet many people believe that business is a morally suspicious activity, a suspicion evident in the common belief that business people need to "give back" to society. Is business an activity for which one must atone? Are people right to be suspicious of business? This course is designed to engage ideas from the Catholic tradition with perspectives drawn from moral philosophy, business, and economics. We will engage issues of faith and normativity both critically and constructively. Students will consider competing positions on faith and normative questions, will reflect on (or discover elements of) their own faith or non-faith, and will describe the extent to which they believe various claims are supported by faith or reason. This course responds to Pope John Paul II's Centesimus Annus (1991) and Pope Francis's Laudato Si (2015), which called on Catholic education to "safeguard the moral conditions for an authentic 'human ecology'" (Centesimus Annus, 38).

As an Integration course, students successfully completing the class will have fulfilled a University core curriculum requirement. Reflecting an integration of key considerations from the disciplines of Economics and Business Ethics, the course will allow students the opportunity to examine the complexities of climate change, public policy, environmental and social sustainability, and impacts on global economies and communities. Economics will provide the foundation of knowledge of labor market structure, market failures such as externalities, taxation, migration decisions, discrimination, and income inequality measures. The management approach will address business in practice, and organizational and societal dimensions of effective and ethical business. Topics will include climate change; resilience and its measures; climate change-driven migration around the world and its impacts on labor markets and the business environment; ethical frameworks for guiding business; stakeholder analysis; environmental justice and the disproportionate effects on communities by socio-economic status, race and gender; and regulation and international agreements. Students will participate in experiential activities in real-world contexts, examine indicators of societal resilience, present relevant data in a compelling way through individual and team projects, reflect understanding through assessments including quizzes and exams, and present a policy proposal, all reflective of an integrative approach.

What is the role of business in a just and humane society? Many of you are about to dedicate your lives to business, and the rest of you will work, in one way or another, with business. Yet many people believe that business is a morally suspicious activity, a suspicion evident in the common belief that business people need to "give back" to society. Is business an activity for which one must atone? Are people right to be suspicious of business? This course is designed to engage ideas from the Catholic tradition with perspectives drawn from moral philosophy, business, and economics. We will engage issues of faith and normativity both critically and constructively. Students will consider competing positions on faith and normative questions, will reflect on (or discover elements of) their own faith or non-faith, and will describe the extent to which they believe various claims are supported by faith or reason. This course responds to Pope John Paul II's Centesimus Annus (1991) and Pope Francis's Laudato Si (2015), which called on Catholic education to "safeguard the moral conditions for an authentic 'human ecology'" (Centesimus Annus, 38). *FOR BUSINESS HONORS PROGRAM STUDENTS ONLY.*

What is the role of business in a just and humane society? Many of you are about to dedicate your lives to business, and the rest of you will work, in one way or another, with business. Yet many people believe that business is a morally suspicious activity, a suspicion evident in the common belief that business people need to "give back" to society. Is business an activity for which one must atone? Are people right to be suspicious of business? This course is designed to engage ideas from the Catholic tradition with perspectives drawn from moral philosophy, business, and economics. We will engage issues of faith and normativity both critically and constructively. Students will consider competing positions on faith and normative questions, will reflect on (or discover elements of) their own faith or non-faith, and will describe the extent to which they believe various claims are supported by faith or reason. This course responds to Pope John Paul II's Centesimus Annus (1991) and Pope Francis's Laudato Si (2015), which called on Catholic education to "safeguard the moral conditions for an authentic 'human ecology'" (Centesimus Annus, 38).

The Deloitte Scholars Colloquium is a one-credit undergraduate course affiliated with and organized by the Notre Dame/Deloitte Center for Ethical Leadership (NDDCEL). A small group of selected students will meet in person weekly to discuss assigned readings, to listen to and engage with invited speakers, and to form a community of Notre Dame business students interested to explore the nature of honorable business and their personal commitments to creating value both for themselves and for others. The Colloquium will meet for two hours one afternoon per week during the academic semester. The first hour will be dedicated to discussion of readings or an invited speaker. During the second hour, we will have a meal together (provided by the NDDCEL) and continue informal discussion and conversation. Deloitte Scholars are expected to participate in the activities of the NDDCEL beyond the Colloquium. The NDDCEL will assist Deloitte Scholars in networking, internship opportunities, and so on. Deloitte Scholars will also be granted recognition of their status, and may use this designation on resumes, email signatures, etc. In year 20xx, for example, students may call themselves a "20xx Deloitte Scholar." Members of the Colloquium are expected to: 1. Attend all meetings and participate actively in discussions. 2. Periodically lead discussions, offer suggestions for readings and/or discussion topics, and help with logistics for invited speakers. 3. Write a reflection paper, due at the end of the semester, describing what they have learned from the Colloquium, what value they thought it had, and any suggestions or recommendations they have for future iterations of the Colloquium.

The Deloitte Scholars Colloquium II is a one-credit undergraduate course sponsored by the Notre Dame Deloitte Center for Ethical Leadership (NDDCEL). A small group of selected students meet in person weekly to discuss assigned readings, to listen to and engage with invited speakers, and to form a community of Notre Dame business students interested to explore the nature of honorable business and their personal commitments to creating value both for themselves and for others. The Colloquium will meet for two hours one day per week throughout the academic year. The first hour is dedicated to discussion of readings or an invited speaker. During the second hour, we have a meal together (provided by the NDDCEL) and continue informal discussion and conversation. Deloitte Scholars are expected to participate in the activities of the NDDCEL beyond the Colloquium. The NDDCEL will assist Deloitte Scholars in networking, internship opportunities, and so on. Deloitte Scholars will also be granted recognition of their status, and may use this designation on résumés, email signatures, etc. The Colloquium is led by Professor James Otteson, Faculty Director of the NDDCEL. Other guests also periodically join us. Members of the Colloquium are expected to: Attend all meetings and participate actively in discussions. Periodically lead discussions, offer suggestions for readings and/or discussion topics, and help with logistics for invited speakers. Write a reflection paper, due at the end of the semester, describing what they have learned from the Colloquium, what value they thought it had, and any suggestions or recommendations they have for future iterations of the Colloquium.

IR - Dublin, Ireland: Change affects all types of organizations within the public or private sectors while forces for change continue to grow and the pace of change is accelerating at an ever-increasing rate. Within this context this module is designed to introduce participants to the theories and practice of leading and managing change in contemporary organisations. It explores the hard (structure and strategy) and soft (people) issues of leading change which organizations need to understand in order to develop flexibility and adaptability in the face of an increasingly unpredictable environment. The focus in the module is on responsible business as a core principle underwriting change management concepts with a particular emphasis on the importance of an ethical approach to the leadership of change . These principles of both Responsible Business and Ethical leadership underwrite many organisational issues such as communication with stakeholders, power and politics , learning and motivation as some of the many variables that make up the world of organisational life. The module draws on past and current research identifying critical issues and debates around competing theories and accounts of leadership and its relationship to change practice. Participants tend to come from a wide range of international cultural and educational backgrounds which is highly facilitative of the global perspective of the change environment.

This course introduces students to design thinking, a methodology used for innovation. It allows for creative resolution of problems by connecting knowledge from diverse subject areas to arrive at a humanly desirable solution that is technically viable and economically profitable. Design thinking is integrated in the organization of entrepreneurships and puts an emphasis on the user of the product or service. It facilitates the implementation of ideas in order to improve processes, enter new markets, develop new products, and substantially improve the users' experience with the organization.

This course deals with the identification, analysis and resolution of managerial issues within the context of firms operating in the international and global environment. Through the study of major issues in the strategic and functional areas of international business operations and the analysis of complex cases and project topics, students will develop skills in analysing competitive forces in global markets and understanding the basis for successful international strategies.

The main objective of this course is to present and discuss the main issues facing today's People Management and to reflect on trends and future contexts which may affect this field. These will allow a better understanding of the human side of operations of small, medium and large organizations, always considering the ethical elements involved in People Management. HK - Hong Kong, China (CUHK) Whether you are working for a Fortune 100 company, a dot-com startup, or something in between, it has become increasingly clear that "the people make the place". We'll learn how organizations acquire, develop, and maintain high-performing employees. We'll examine HR systems from a managerial point of view to help you become informed consumers of practices that affect the quality of life in an organization. This should help you manage your own career and provide useful skills as you progress beyond your initial job placement.

In an age where technology is creating disruption in the world of work, all university graduates need to prepare themselves. This course will allow participants to learn Innovation and Entrepreneurship fundamentals and how they can help them become more future proof in their careers. The course will focus on how innovation can be developed and enhanced and then will look at the world of entrepreneurship and how it can be relevant for each and every one of the participants. Throughout the course we will introduce and practice the Lean Startup Model, focusing on how to identify real problems for people and then finding solutions for those problems. As an online course, students will watch short videos, use interactive applications, answer online quizzes and develop an idea for a venture (business, social or design). The course will end with a project that presents a model for a real world venture. HK - Honk Kong, China This course serves as the foundational course for entrepreneurship minors. Students are introduced to competing definitions of entrepreneurship, its history and role in free market enterprise as an engine of economic growth, wealth creation, and improvement of the human condition; entrepreneurial personality traits and skill sets, and the mechanics of bringing a new product or service to market, including innovation and ideation, technology "push" and market "pull," disruptive business models, and the elements of feasibility analyses and venture plans. MM - Mexico City, Mexico This course introduces the fundamentals of entrepreneurship and innovation, emphasizing opportunity recognition, creative problem-solving, and value creation. Students explore entrepreneurial ecosystems, analyze market and social needs, and apply critical thinking and design tools to develop innovative solutions. The course culminates in the design and presentation of a low-fidelity prototype addressing a real-world challenge.

This course aims at nurturing Change Makers for attainment of social objectives and collective community goals through sustainable innovations that are multi-disciplinary and cross-sectoral. Students will critically examine the theories of change, framework and practice of Change Maker in society through innovations and social entrepreneurial spirit. The course provides a broader framework for leadership practice to encompass successes and failures in pursuing social business and organizations in the achievement of social outcomes. Students are encouraged to examine their personal passions and strengths, and to work on a chosen project which provides a safe space for students to experiment on visionary, creative and socially responsible entrepreneurial project.

This course will provide you with an opportunity to improve your spoken communication skills in a variety of settings from informal meetings to large, formal presentations. Speaking experiences include business briefings, informative talks, persuasive speeches, and television news interviews. You will receive instructor feedback as well as peer review on every aspect of oral communication, including delivery, nonverbal behavior, content, organization, and visual support. Small sections promote personal student-professor contact and provide time for individual coaching.

The course aims to inspire students to speak and present more like TED. The course adopts a learning-by-doing approach: students are expected to come to class prepared to share their critical analyses of TED talks and present ideas in their respective academic discipline. More importantly, students should be prepared to try out alternative ways of presenting which may not conform to the presentation norms in their discipline. Students will teach each other by: a) analyzing the content, delivery, language, design and use of visuals in TED talks; b) presenting their critical analyses in class; c) applying the results of the analyses in mini-presentations; d) creating strategies to deal with discipline-specific norms; and e) evaluating and giving feedback to each other.

This course is about navigating negotiations and finding the best techniques that work for each individual. This course included lots of lectures and in class activities with analysis papers for each activity. It also included essays about cases we reviewed identifying differing techniques used and mistakes made by both parties.

This course is about human communication in an increasingly integrated global economy. As entrepreneurship continues to boost its international character, people become travellers across different sociocultural and economic environments. The goal of business strategies and executives alike is to make things work in diverse cultural contexts, having to deal with local rules and particularities, habits and processes. This course is about human communication in an increasingly integrated global economy. As entrepreneurship continues to boost its international character, people become travellers across different sociocultural and economic environments. The goal of business strategies and executives alike is to make things work in diverse cultural contexts, having to deal with local rules and particularities, habits and processes.

The University of Sydney International businesses must navigate an increasingly complex environment encompassing different laws, ethics, social movements, stakeholders, social and environmental responsibilities, consumers, and policies. These differences associated with operating across borders places immense pressure on an international business to consider their environmental impact and responsibility both upstream and downstream, of which is extensively more complex than that of a local-operating business. This unit examines the shifting mindset from profit maximising to acting as a responsible business. It explores how an international business can assess, manage and improve their operations to be accountable and transparent in relation to key global social and environmental challenges and opportunities including transitioning to a net-zero global economy, the United Nation's SDGs, biodiversity and modern slavery. On completion of this unit, students have enhanced skills and knowledge relevant to the understanding of how international businesses can be socially and environmentally responsible and sustainable. Santiago: Effective, ethical business leadership in a global context requires the ability to understand and synthesize inputs from a variety of sources, to discern information from multiple, often conflicting perspectives, and to communicate complex data and information clearly and persuasively to diverse stakeholders. Through reading and writing, discussion, and engagement with classmates and outside experts including international faculty, students will examine the intersections of sustainability and global business, with a focus on the role of business decision making and action in the interrelated areas of sustainable environmental and social impact. The topic is more salient than ever, as communities around the globe ask whether the pandemic and related economic crisis will prompt a new vision for society that focuses on justice and sustainability, or will simply continue to exacerbate existing inequities. The course complements courses on campus that address sustainable development, but differs in its focus on mainstream companies in advanced economies, and their engagement with community stakeholders. Through written work, reading, and exploration of key concepts, the students will work toward their culminating assignment, a research paper that presents an informed perspective on a specific topic of their choosing within the course theme.

Design Thinking is grounded in immersing yourself in the challenge at hand to gain empathy for the user. The Innovation & Design Immersion will give students the opportunity to travel to the client sight to conduct ethnographic research and to test and iterate prototypes.

Design Thinking is grounded in immersing yourself in the challenge at hand to gain empathy for the user. The Innovation & Design Immersion will give students the opportunity to travel to the client sight to conduct ethnographic research, and to test and iterate prototypes.

Students will research and apply design thinking methods focused on implementation of innovation concepts.

This section is an honors section and satisfies requirements in the Business Scholars program. Our planet, our technology, our society, and our businesses are changing faster than ever. In 1836 Nathan Rothschild, the richest human in the world, died at age 54 from an infection that would be cured today with an antibiotic for less than one dollar. Today's iPhone has 100,000 times the processing power of the Apollo 11 moon landing guidance computer. Our world is progressing, but with that progress comes disruption, dissolution, and obsolescence. The Futuring course prepares students for a rapidly changing world by analyzing major trends and issues impacting business and society in the future. Participants are exposed to a variety of futuring tools and methods employed by professional futurists and strategists. The accelerated nature of the course allows one to introduce advanced readings from futuring scholars covering topics such as speculative design and causal layered analysis. These are applied in a semester-long team project exploring a phenomenon of change of their choosing. Through a process of scenario planning, students cultivate a foresight mindset to examine in great depth key uncertainties and create alternative futures. Insights on emerging opportunities are developed along with recommendations on how business can positively influence future change and create resilient strategies to enable success in an uncertain future. Additional honors requirements include: greater utilization of peer-reviewed academic research and explicit incorporation of moral implications.

There is nothing more important than a well-lived life full of meaning and purpose. But how do you ensure you are following your right path? Using the principles of design thinking, students will will embark on an intentional journey of understanding where they are, how to uncover new opportunities, how to test those ideas, and how to ultimately design your ideal journey forward.

International business is conducted with and through people from various cultural backgrounds. Cultural differences, if not understood and bridged, can be significant barriers to the implementation and success of a business venture. We'll learn how to conduct business across borders and cultures by focusing on the cultural, political, economic and legal environments in which multinational corporations (MNCs) operate.

Supervised, professional experience in the field of sports business with intercollegiate athletics or professional sports associations, firms, leagues, organizations, teams or sports business and entertainment companies to gain experience in areas such as sales, marketing, finance, event management, administration, communication, etc. The student will gain hands-on experience in a variety of areas under the supervision of the professor and the experience sponsor. At the culmination of the semester, students will provide a written report and or presentation on the experience.

Students, in a structured format, are involved in assessing, prioritizing and creatively solving problems encountered by low-income and other disadvantaged South Bend entrepreneurs. A process consulting approach is employed and a number of useful tools and frameworks are introduced. Students work with both for-profit and non-profit enterprises, producing tangible deliverables that help clients launch, grow and sustain their ventures.

This class explores the use of marketing principles and concepts to support initiatives, causes and ventures that are social in nature. Attention is devoted to the marketing and communication challenges involved when attempting to do good, and how these issues can be overcome without spending large amounts of money. Sample topics include identifying and understanding target markets for social initiatives, constructing a value proposition, developing positioning approaches, designing communication programs, use of guerrilla techniques, the roles of price and place, and how to set goals and measure performance.

Alright, so you think you have an idea for a new venture and are looking to explore the path towards launch. This course will give aspiring founders a first-hand experience in building from an idea into a viable business venture, using the proven best practices used by some of the world's most successful entrepreneurs. We'll learn the first steps one should take that will lead to a successful launch rather than frustration and failure. In this course you will work as a team to define an idea for serving an emerging or unmet market need, work to create and validate a solution to serve this opportunity, and create a business model to justify the investment of resources necessary to launch the venture. Teams will pitch their progress at regular intervals to seasoned professional entrepreneurs and receive direct feedback on the business model fit and viability of the venture. When you finish the course you'll better understand the discovery and validation steps that can lead to successful venture launch.

In Applied Impact Consulting (AIC) students work directly with the client to scope projects, manage deliverables, implement solutions, and measure impact. Working as global consultants, students will hone their skills at team building, project management, communication, human-centered design, business model development, and project measurement. Ultimately you will be a part of the team building out an Impact Portfolio to highlight the global impact we as a university are having on the world's most pressing problems. At the end of the semester, teams formally present their projects to an advisory board in an effort to secure any additional funding needed for sustainable implementation. In addition to managing a live consulting project, participants have the opportunity to engage with a number of industry experts both in the classroom and during the class immersions - both domestically and internationally. Students are given first priority for traveling (if they want to travel - travel is not required) as a part of the Innovation & Design Immersion course (MGTO 35310). Students can elect to participate as a team lead (3-credits) or in an analyst role (1.5-credits).

In Applied Impact Consulting (AIC) students work directly with the client to scope projects, manage deliverables, implement solutions, and measure impact. Working as global consultants, students will hone their skills at team building, project management, communication, human-centered design, business model development, and project measurement. Ultimately you will be a part of the team building out an Impact Portfolio to highlight the global impact we as a university are having on the world's most pressing problems. At the end of the semester, teams formally present their projects to an advisory board in an effort to secure any additional funding needed for sustainable implementation. In addition to managing a live consulting project, participants have the opportunity to engage with a number of industry experts both in the classroom and during the class immersions - both domestically and internationally. Students are given first priority for traveling in they wish as a part of the Innovation & Design Immersion course (MGTO 35310). Students can elect to participate as a team lead (3-credits) or in an analyst role (1.5-credits).

Students will be introduced to Management & Organization scholarship - i.e., theoretical work, reviews, and empirical studies - as well as engage them in discussions about the history, current status, and future of the field. In doing so, the student will read, discuss, and write about select articles published in A-Journals; participate directly in the Professor's research; and meet with other scholars in the field to gain diverse perspectives about academia.

Applied Impact Consulting is an intensive, 6-credit course that requires extensive client engagement and an immersive travel experience beyond the classroom. Students work directly with the client to scope projects, manage deliverables, implement sustainable solutions, and measure impact. Working as global consultants, students will hone their skills at team building, project management, communication, human-centered design, business model development, and project measurement. Ultimately you will be a part of the team building out an Impact Portfolio to highlight the global impact we as a university are having on the world's most pressing problems. At the end of the semester, teams formally present their projects to an advisory board in an effort to secure any additional funding needed for sustainable implementation. In addition to managing a live consulting project, participants have the opportunity to engage with a number of industry experts both in the classroom and during the class immersions - both domestically and internationally. In the past students have traveled internationally to Uganda to work directly with a project partner, and to Chicago to work with design thinking firms on their project. Travel expenses are covered by the course. This course is application only.

Each of us has experienced leaders and organizations who bring out our best selves, and those who leave us less than when we started. In this course, we will explore your experiences as a leader and as a follower, and connect these experiences to the current research on leadership and values in the workplace. Specifically, we will explore how research of the human brain (cognitive neuroscience) and research of human behavior in social and business settings (social psychology, behavioral economics, and management research) illuminates how leaders can effectively engage others beyond self-interest and thus create value for others (pro-social leadership). In other words, how can you lead others to think and act bigger than one's self and one's tribe? How can you uncover shared values where individuals benefit themselves, their colleagues, their organizations, and society? Our class includes developing the skills of empathy, motivating/influencing others, leading change, exploring our biases and blind spots, and creating psychologically safe workplaces that support diversity, inclusion, and belong.

Idea Discovery lives at the fuzzy front end of the entrepreneurial spectrum. It requires creativity and entrepreneurial foresight that enables innovators to, as Steve Jobs once said, "see around corners". This course is structured as a lab-format experience in which student teams will conduct multiple exploratory "sprints" to uncover emerging opportunity spaces and imagine conceptual solutions that stretch the boundaries of entrepreneurial thinking. Along the way, students will be exposed to a range of creative geniuses including Leonardo Da Vinci, Thomas Edison, Buckminster Fuller, Walt Disney and others.

This seminar offers an overview of theory and research in the field of management, with a focus on organizational behavior. Organizational behavior seeks to understand, explain, and improve employees' thoughts, feelings, and behavior. The primary aim is to offer students an initial understanding of the foundations of research in the field of management, and to provide students with an overview of the different components of a research paper in the field. By the end of this seminar, students will leave with answers to two questions: 1) How should I think about research in management? and 2) How could I conduct good research in management? The structure of the seminar mirrors that of a doctoral seminar (no lectures), with roundtable discussions of the research process and the academic career, as well as student-led discussions on academic readings.

This seminar introduces students to strategic management research. The field of strategic management explores how firms achieve competitive advantage through decision-making and organizational actions. The primary aim is to provide students with a basis in strategy research methods and the frameworks used in the field. Through PhD-style roundtable discussions and research workshops, students will analyze classical and contemporary strategic management research. Students will learn to bridge academic rigor with business practice while developing skills in evaluating research, identifying new research questions, and presenting their ideas and findings.

This course introduces students to the research methods used in the field of management. The course will be a mix of textbook readings, journal articles, and applied homework assignments. Topics will include idea generation, idea evaluation, theory, measurement, correlation and regression, structural equation modeling, and writing. The course is intended for honors or doctoral students who have an interest in management or its disciplinary roots (psychology, sociology, economics, political science).

This course involves a critical review of theory and research in the field of strategic management. The scope of the course is comprehensive, encompassing topics relating to strategic content, strategic processes, top executives, and corporate governance. We’ll particularly focus on the empirical study of strategic issues. The course is intended primarily for doctoral students who expect to conduct research in strategic management or related areas (e.g., organizational behavior, sociology of organizations, etc.).

This course involves a critical review of theory and research on the upper echelons perspective, which broadly encompasses the study of how CEOs, top executives, and boards of directors influence what firms do and how they do it. The course is intended primarily for doctoral students who expect to conduct research in strategic management, organizational theory, organizational behavior, or other related areas (political science, industrial/organizational psychology, sociology of organizations, etc.).

This course provides an overview of a number of literatures within the specific field of organizational behavior. The readings cover empirical and conceptual articles with an emphasis on helping students understand the key developments in the field.

Have you ever wondered what kind of research your management professors do? This may be the class for you! This course involves an in-depth review of theory and research in organizational behavior, which includes foundational psychological, sociological, or economic principles. Much like a doctoral seminar, the course will be structured as a series of discussions of key research topics in the field. In addition to discussing academic journal articles, we will also explore the research and publishing process. The cap for this course is set low to facilitate our in-depth discussions. Although the course may be particularly useful for students who have an interest in pursuing a career as a business school professor, anyone that finds research fascinating should enjoy it.

This course provides an overview of a number of literatures within the specific field of entrepreneurship and innovation. The readings cover empirical and conceptual articles with an emphasis on helping students understand the key developments in the field.

This course involves a critical review of theory and research in organization theory. The course will be structured much like a doctoral seminar as a series of in-depth discussions of key research topics in the field. Academic journal articles, books, and book chapters will provide the backbone of these discussions, during which we will also explore the research and publishing process. The course is intended for honors or doctoral students who have an interest in management or its disciplinary roots.

Students who have successfully completed MGTO 30310 Innovation & Design Thinking are invited to apply to participate in the Innovation & Design Thinking International Immersion. Students will take spend two weeks at the University of Cattolica in Milan Italy, completing an intensive course focused on applying design thinking methodologies to an international Italian-based challenge. Students will work in teams with Italian students. Additional course fees apply.

International business is conducted with and through people from various cultural backgrounds. Cultural differences, if not understood and bridged, can be significant barriers to the implementation and success of a business venture. We'll learn how to conduct business across borders and cultures by focusing on the cultural, political, economic and legal environments in which multinational corporations (MNCs) operate. AU - Angers, Frances - UCO The overall objective of this course is to provide students with an understanding of the essential principles and tools of international strategic management with a view to developing the knowledge, skills, and awareness inherent in an international practice in an international context. It is structured around a series of topics that contribute to the emergence of a comprehensive framework and methodology for addressing international development and challenges encountered in the formulation and implementation of firm's internationalization. This course is divided in two blocks. A first block with the aims to: - Highlight the key stages of strategic thinking - Give students synthetic elements of different stages of the strategic diagnosis - Enable students to use the main tools at their disposal in carrying out strategic thinking. - Introduce the concepts to implement a strategic plan in at the different levels of the company. The second block aims: - To define the strategic choices of internationalization of a company - To explore the organizational variation of the strategy by showing the International strategic options to be followed. - To analyze the different forms of organizational change and propose an internationalization approach - To discover and understand the international strategies of companies - To understand how an international strategy is formulated within the company. TJ - Tokyo, Japan - Sophia University: This course provides students with a fundamental understanding of the international aspects of business and management. It provides a broad view of the factors underlying international competitive dynamics and performance. The course considers the objectives and strategies of international business in the context of global competition. It addresses common international business functions of market analysis, exporting, sourcing, direct foreign investment, and cross-cultural management.

Rome, Italy (JCU): Supervised, professional experience in the field of sports business with intercollegiate athletics or professional sports associations, firms, leagues, organizations, teams or sports business and entertainment companies to gain experience in areas such as sales, marketing, finance, event management, administration, communication, etc. The student will gain hands-on experience in a variety of areas under the supervision of the professor and the experience sponsor. At the culmination of the semester, students will provide a written report and or presentation on the experience.

The purpose of the module is to introduce students to the multifaceted environment of entrepreneurial venture creation and development by teaming up groups of students with existing business ventures. Students will be liaising with the entrepreneur to gain exposure to issues and the realities of entrepreneurship and communicate their own entrepreneurial ideas. SY - Sydney, Australia (University of Sydney) Alright, so you think you have an idea for a new venture and are looking to explore the path towards launch. This course will give aspiring founders a first-hand experience in building from an idea into a viable business venture, using the proven best practices used by some of the world's most successful entrepreneurs. We'll learn the first steps one should take that will lead to a successful launch rather than frustration and failure. In this course you will work as a team to define an idea for serving an emerging or unmet market need, work to create and validate a solution to serve this opportunity, and create a business model to justify the investment of resources necessary to launch the venture. Teams will pitch their progress at regular intervals to seasoned professional entrepreneurs and receive direct feedback on the business model fit and viability of the venture. When you finish the course you'll better understand the discovery and validation steps that can lead to successful venture launch.

This Directed Readings will serve as pre-work for students studying onsite in Fukushima. This research and learning project explores the Fukushima disaster within the context of environmental justice and allows for student-faculty collaborative exploration of key concerns.

Achieving strategic advantage to create preferrable futures requires a keen sense of emerging opportunities - and Horizon Scanning is a capability that can be honed to create excellence in anticipatory innovation. In practice, horizon scanning relies on both SENSING and SENSE-MAKING to identify signals in noisy environments and effectively interpret the possible impacts that may follow. The Horizon Scanning Independent Study Course will provide an opportunity for students to work with Arup Foresight, a leading foresight consultancy, to refine and enhance their globally recognized Drivers of Change database. Working collaboratively with ARUP professionals, students will gain hands-on experience in horizon scanning in a real-world setting.