A Unique and Accelerated Program. PII is offering a one year MBA program focusing on management of fast-growth, innovative companies. The program combines MBA content customized for management of high-growth companies, with study in the fields of innovation and entrepreneurship. The program comprises relevant practical experience, including workshops, company visits, and practical projects where students develop their own ideas, addressing the regional challenges, with the guidance of lecturers and managers from the industry.
The program’s goal is to provide students with managerial tools that will enable integration into the business world in growing companies, development of new opportunities and quick promotion of their professional careers. This MBA is suitable for students who possess a strong academic background and are interested in investing in a particularly intensive degree for a short period of time.
PROGRAM HIGHLIGHTS
Semester 1 Courses
Semester 2 Courses
Semester 3 Courses
*The academic administration of PII reserves the right to make changes to the curriculum.
Real World Experiences
Each session will be devoted to discuss a specific challenge relevant to leaders of companies, ranging from seed to mature global firms. We will engage in a hands-on team discussion using real-life case studies. We will also have the opportunity to occasionally have a guest speaker who is a CEO/Board member/Executive and get their personal perspective of the subject matter. The first section of each session will be devoted to a theoretical discussion of a specific aspect in managing a firm, emphasizing differences across industries and life cycle stages. The second part of the session will be devoted to a team discussion and class assignment that will allow the students to apply the theoretical material of the session. During the third part of the session – a pre-assigned group of students will be asked to present to the class an analysis of a topic that was pre-assigned to them. The 15-20 minutes presentation will be followed by an in-class discussion on the analysis and recommendations.
Opportunity Identification and Evaluation
The purpose of the course is to explore various issues and problems that managers face in making decisions regarding the development, design and marketing of new products and services. The course is intended to acquaint students with the stages of the new product development process, such as opportunity identification, product design, test marketing, market penetration and trade (emphasis is placed on the first stage).
Systematic Creativity
The ability to solve problems creatively and generate change is a recognized standard of success and plays an important role in gaining a competitive advantage in many areas of business management. Despite the enormous effects of creative ideas in management, this is one component in managers’ work which traditionally defies quantitative evaluation or the applications of systematic approaches.
Analysis for New Product Markets
This course covers quantitative marketing methodologies and procedures that support new products/business development decisions. Topics include: analysis of consumer behavior at the individual level; market analysis at the aggregate level; and market sizing/demand forecasting methods. Such empirical evidence is often presented in pitching a new venture. The course will be most beneficial to participants who have been exposed to basic data analysis. (Knowing how to run regression will be quite helpful).
Managing Innovative Ventures
This course is the second part of a program aiming to expose students to the challenges and opportunities of working within the context of change. In the first part students were taught how to prepare a Business Plan for a new venture or a new business within an existing enterprise, to obtain the resources needed to develop it into a successful entity. Here, students will proceed to manage their enterprise and face the challenge of adapting to the changing environment. To do so they will need to mitigate the new challenges and modify the Business Plan to secure the sustainability of the enterprise.
Innovation Equity
We address managing and valuing new products in various industries, with special attention given to the entertainment, media and technology business. We examine the notion of disruptive innovations such as the USB PD, and ask the question: To whom exactly are they disruptive? We demonstrate the power of social interactions in social networks, and why these interactions are responsible for the fact that growth of new products is a slow process, even for successful products such as portable navigation systems. We ask whether Microsoft paid too much for Skype (a memorable $8.5 billion); we compute the value of SiriusXM satellite radio’s customers; gain insight into why main market consumers aren’t impressed with early-market technophiles in categories such as video game consoles; explain why network goods are even slower to grow, and demonstrate the fact that technological substitution is not getting faster, despite our perceptions of the generational shift between the adopters of portable CD players in the 1980s and the subsequent generation of MP3 adopters.
UX research for product innovation
In this course students will learn product innovation methodologies from the field of User Experience (UX) and product design. We will start with an introduction to the field of HCI and UX, continue with need-finding methods such as experience sampling and interviews, present initial findings in class, and learn how to invent and design product solutions using UX techniques. In addition, students will learn how to conduct user testing for an earlystage prototype, to generate insights about the future product. We will conclude with final presentation in class, and a discussion on the next steps from a prototype to MVP and product road map.
Competitive Strategy for SMEs
The main question that this course focuses on is how firms can earn larger net revenues than other firms for long periods of time (or alternatively – how can firms sustain their competitive advantage). The course deals with the strategy of the single business unit. It deals with the shaping and the execution of strategic moves and the strategic management of businesses in changing, competitive and uncertain environments. It treats the issues of business strategies from the firm’s top management perspective including: an analysis of the competitive environment, firm resources and capabilities, generic strategies and growth strategies.
Planning and Financing New Ventures
The primary objective of this course is to expose students to the challenges and considerations involved with building a Business Plan for a new venture or a new business within an existing enterprise. The class will be divided into teams. Each team will be multidisciplinary including members with marketing, financial, technological, operational, and legal backgrounds. Members of the teams will cooperate throughout the two parts of the course in all assignments.
Candidates with no prior background in quantitative fields will be required to complete online preparatory courses in the summer of 2021, and the exams to be held on campus in September 2021.
Opening Event
25 September, 2021
Semester 1
26 September – 17 December 2021
Winter Break
18 December 2021 – 8 January 2022
Semester 2
9 January 2022 – 1 April 2022
Spring Break
2 April 2022 – 23 April 2022
Semester 3
24 April 2022 – 3 June 2022
The above schedule is tentative and is subject to change.
Niron Hashai is a Professor at the Arison School of Business, The Interdisciplinary Center, Herzliya, Israel. He currently serves as head of the MBA programs. Professor Hashai obtained his BSc in Computer Science from the Technion and his MBA and PhD from Tel Aviv University. His research interests include: theory of the multinational corp... Read more
Dr. Talia Rymon is Head of the Marketing program at IDC. She joined IDC in 1996 and helped build IDC in its formation years. Talia served as the Vice Dean of the Arison School of Business (2006-2010). Prior to joining the IDC faculty, she served on the faculty of Carnegie-Mellon University (1993-1996).Talia received her B.A. in Economics from T... Read more