The Johnson Cornell Tech MBA begins on the Cornell University campus in Ithaca, New York with a ten-week intensive program of core business and leadership education.

On your 11th week, you will move to the New York City campus for two semesters of rigorous, interdisciplinary, innovative entrepreneurial courses. In the January between those two semesters, you and your classmates will have the opportunity to travel to Israel to network and present business solutions to local startups.

In an educational innovation unique to Cornell Tech, you'll also participate in an immersive Studio experience, in which you'll develop your team-building and leadership skills while developing a new product idea in response to the strategic needs of a real organization and create your own startup.


Program Courses

Advanced Strategic Analysis

NBAY 5795 3

The course helps students develop their strategic thinking, strategy formulation and execution skills.  It uses a series of cases involving companies in different strategic situations such as in an emerging industry, mature industry, transforming industry, network effects industry,  etc. and engages students in  formulating strategy, refining strategy and very importantly evaluating strategy in these varied contexts. Of course, post facto, observed firm performance provides a possible evaluation of strategy; the challenge  is to evaluate strategy while something can still be done about it. The class develops and improves processes of strategic thinking through a variety of logical thinking techniques including but not limited to identification (and correction) of perception and thought biases, the use of structured thinking and frameworks, consistent logical analysis, and other techniques such as factoring, sorting, analysis and synthesis. Contextually, the course focuses especially in the second half, on the role of technology in disrupting industries as well as providing new means to create and capture value.

Business Models

NBAY 6570 1.5

Business Models is a comprehensive introduction to the key aspects of envisioning, starting and running a new business. Taught by Prof. Jason Hogg, a career entrepreneur, EBO focuses both on concepts and frameworks in entrepreneurship and on “doing” entrepreneurship, workshop style. Students will form teams, ideate new businesses, complete customer development, construct business models and work towards creating minimum viable products. While the course focuses on scalable businesses, the principles apply to businesses of all sizes. Topics covered will include definition of the market, sales and distribution, competition, cash flow and financial management, making compelling pitches and raising capital. The course culminates in a capstone project of a basic business plan outline and initial financial model that contains a use of proceeds for funding purposes.

Business-tech Lectures I

NBAY 6320 0.5

Critical and Strategic Thinking

NCCY 5050 1.5

This course is designed to convey the key concepts of marketing and how they fit into the larger context of management strategy and decisions. Presents both the practical “how” and the fundamental “why” of marketing activities in the light of contributions from behavioral science, economics, and statistics. The goals are to provide sufficient understanding for those who need only to interact with the marketing function, as well as communication concepts and developing processes that can provide the foundation for further course work and future experience in marketing. The course makes extensive use of case materials.

Data Analytics & Modeling

NCCY 5010 2.5

This course provides the foundations of probability and statistics required for a manager to interpret large quantities of data and to make informed decisions under uncertainty. Topics covered include decision trees, sampling, hypothesis testing and multiple regression.

Design Thinking

NBAY 5180 1

This hands-on course will prepare you to be future innovators by teaching you Design Thinking, the human-centered design methodology pioneered by IDEO and Stanford founder, David Kelley. You will work on a team with peers from other disciplines so as to experience the importance of “radical collaboration.” All teams will work on the same challenge, and you will be asked to design an innovative solution to this complex problem.

Designing Data Products

NBAY 6170 1.5

This course will help Johnson students to gain the necessary skills of building a data product. Many industries today are faced with high data volumes and there is an understanding that “data is the new gold”. But value is not created by data; rather, it is created by the application of data for a B2B or B2C need. To link the possibilities of data to business needs is a skill that is highly in demand in today’s business world. This course aims to fill the current skill gap by educating students with the basic data skills that are needed in order to guide an organization to become data-centric and potentially create data products. Classes will be a combination of lectures, discussions, and hands on training with data. The students will build their own predictive model, without the need to directly write code.

Digital Marketing

NBAY 6090 1.5

This course introduces students to fundamental concepts in digital marketing and prepares them for roles as a marketer, entrepreneur or product manager. Students will be exposed to an overview of the major players in the advertising and digital industries, as well as a variety of tools commonly found in start-ups and technology firms. Course material will be covered with a mixture of case studies, lectures, and guest speakers.

Disruptive Technologies

NBAY 6120 1

Begins by presenting historical technological advances that created major paradigm shifts for communications. Presents advances in computer technology emphasizing the fundamentals behind the increases in processing power, video and computer graphics capabilities, and network transmission. The second half of the course covers the effect of these scientific advances on many discipline-specific areas including photography, the film industry, the entertainment and animation industry, television broadcasting, publishing, and the computer industry itself. Sessions are devoted to the social and legal issues arising from the rapid advances in electronic communication. In attempting to predict the disruptive changes of the future, it is best to understand the technologies themselves. The course is especially tailored to a business school and industrial concerns and has interactive live demonstrations at the state-of-the-art laboratory of the Program of Computer Graphics. No prior knowledge of computer science is required.

Entrepreneurial Finance

NBAY 5300 1.5

This course is designed to introduce students to the challenges and pitfalls of financing new enterprises. The class sessions will combine lectures and cases. The course covers three broad topics: Identifying and valuing opportunities, contract design and financing alternatives, and exit/harvesting strategies.

Entrepreneurship in Creative Industries

NBAY 5770 1

The venture capitalist Arthur Rock once said, “I prefer to invest in companies that change the way we live and think.” This course is focused on strategies for creating and growing such companies: entrepreneurial leaders in the creative industries. Firms in creative industries, play a role in every aspect of our lives, and influence many physical and psychological aspects of our lives, from what we eat and wear to how we entertain ourselves, but markets for cultural goods are complex and difficult to navigate. Entrepreneurs must, therefore, understand the economic sociology of the cultural market and ecosystem in order to capture economic value, a process that recursively relates to cultural norms. At the same time, the creative industries are seen by some as the last frontier for technological innovations, where many of the gains made in other sectors by pioneering entrepreneurial leaders, have not yet been realized. This course will examine why this is the case by shedding light on the underlying economic, social, and cultural rules and norms that govern the structure and functioning of these markets, in order to derive strategies and business models for entrepreneurial success. These firms thus capture economic value by transforming cultural norms in ways that appear to, and sometimes do, change the way we think and live. This course will analyze business cases of such market-pioneers in a wide range of creative industries such as art, fashion, film, food, music, publishing, and theater to explore and understand the economic, organizational, and sociological underpinnings of entrepreneurship, value(s), markets, and culture.

Financial Accounting

NCCY 5000 2.5

Introductory accounting course that examines the subject from the viewpoint of users external to the organization. Topics include transaction analysis; the accounting cycle; financial-statement preparation, use, and analysis; revenue recognition and cost measurement; present value; and problems in financial-accounting disclosure.

Fundamentals of Modern Software

NBAY 5400 2

This course provides introductions to selected topics in Computer and Information Science, such as Internet Architecture, Machine Learning, Cryptography, Social Networks and Startup Systems.

Intro to Cases


Leading Teams

NCCY 5040 1.5

The goal of managers and leaders is to get things done in organizations, and most of that work is accomplished by effectively managing other people. This course applies cutting-edge behavioral science findings to develop your managerial and leadership capabilities. Getting things done through others far outweighs any technical skills a person might have — and there has been extensive research done on those topics. What has been missing, and what this course will emphasize, is how to translate those research findings into practical tools, changing how to do things next Monday. The course is designed to provide students with concepts and competencies to help them throughout their managerial careers. The concepts will include both time-tested ideas and very recent findings, putting students at the cutting edge of management thinking. But learning the lessons intellectually is the easy part. Students will also have the chance to practice and experiment with these ideas. Through class exercises, videotaped exercises and cases, they will have the opportunity to turn the concepts into competencies.

Macroeconomics and International Trade

NBAY 5240 1

This course introduces basic concepts and tools from macroeconomic theory and applies them to current events. Its purpose is to help the students become informed observers of the macroeconomic issues that are most frequently reported by and discussed in the media. Topics covered include, among others, economic growth, expansions and recessions, monetary and fiscal policies, inflation, unemployment, the public debt, interest rates, the trade balance and global markets.

Management Presentations

NBAY 5681 1.5

Managerial Decision Making

NBAY 6630 1

This course has one overarching objective: to make its participants better decision makers through the provision of a framework for a good decision process. More specific objectives are (1) To understand the critical role of framing, so that participants are able to structure their decisions in the most useful way(s) and to see how coworkers, competitors and other stakeholders view the same decision situation. (2) To identify typical shortcomings in intuitive judgment and provide methods for overcoming these shortcomings. (3) To provide tools for managing group decisions.

Managerial Finance

NCCY 5060 2.5

This course introduces students to the basic concepts in finance, including the time value of money, the tradeoff between risk and return, and arbitrage. It is meant to give students a strong basis in finance that can be used in their professional careers as well as to provide the background necessary for more advanced finance classes. The topics we cover include how to move cash flows in time, the methods and principles of capital budgeting, valuation of bonds and stocks, how to characterize risk and return, and options pricing with applications to managerial decisions.

Managerial Reporting

NBAY 5020 1.5

The course examines the use of accounting information within organizations and for internal users. While some financial statement preparation topics are covered, the course emphasizes processes for using accounting information as a tool for decision-making. Topics include budgeting, product costing, activity-based costing, standard costs and variance analysis, cost-volume-profit analysis, performance measurement techniques and design, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on short problem sets, written case assignments, class participation, preliminary exams and a final exam.

Managerial Spreadsheet Modeling

NBAY 6430 1

This course will develop students’ proficiency in quantitative modeling within the environment of Microsoft Excel (good spreadsheet design, effective presentation of information through spreadsheets, including advanced Excel features). Another goal of the course is to extend student skills and understanding of advanced quantitative tools such as Solver optimization algorithms, Monte Carlo simulation, and decision analysis. The course is hands-on, and largely conduced in “lab” format. The primary deliverable is a term project on a topic of choice.

Marketing Management

NCCY 5030 2.5

This course is designed to convey the key concepts of marketing and how they fit into the larger context of management strategy and decisions. We will present both the practical “how” and the fundamental “why” of marketing activities in the light of contributions from behavioral science, economics, and statistics. The goals are to provide sufficient understanding for those who need only to interact with the marketing function, as well as communication concepts and developing processes that can provide the foundation for further course work and future experience in marketing. The course makes extensive use of case materials.

Microeconomics for Management

NCCY 5020 2.5

Introduces microeconomic theory and applies it to problems faced by managers. Topics include supply and demand, consumer behavior, pricing when a firm has market power and the role of contracts. The course employs a lecture format and emphasizes problem solving. Grading is based on quizzes, a midterm and a final exam.

Modeling & Analytics for Managers

NBAY 6670 1.5

The practice of business is changing. Due to increasing desktop computing power and huge amounts of data amassed by companies, business decisions are becoming increasingly based on data. This holds in many sectors, including Internet marketing and retailing where the only interaction with the customer is in digital form. While managers perform other tasks, their decision-making determines which enterprises flourish and prosper and which wither and die. It is very difficult to recover from bad decisions. This course aims at conveying some core principles of business analytics. This course is very hands-on and emphasis will be placed on solving real business cases, using real data via spreadsheet-enabled models. The objectives of this course are to try to help students improve modeling and data driven decision making and decision analysis skills, and to expose students, as future analysts/managers, to some of the new tools and ideas that will be helping make decisions in the twenty-first century.


NBAY 6660 1

We negotiate every day with prospective employers, teammates, roommates, landlords, service providers, and many others. What prices we want to pay, how much we want to be paid, how assignments will be divided and credit allocated… all of these are negotiations. Yet, while we negotiate routinely, many of us know very little about the strategy and psychology of effective negotiations. Why do we sometimes get our way while other times we walk away feeling frustrated by our inability to achieve the agreement we desire?

Operations Management

NCCY 5080 2.5

Focuses on managing processes: actions that convert inputs into outputs. Almost any business function can be modeled as a network of processes. The first part of the course examines processes, both individually and as part of a larger system; students see that good process design reflects both the volume and the variety of the product. A common course theme is the deleterious effect of variability (in demand, supply, quality, or capacity) in complex systems. Queuing theory and simulation are particularly helpful for analyzing process capabilities. The second part analyzes how goods and services are produced. After describing the strategic role of operations, it examines forecasting systems, inventory management, and just-in-time and logistic management. Constrained optimization models provide information about managing with finite resources. The final part examines process improvement through quality and productivity management and corporate learning.

Sales and Business Development

NBAY 5640 1

This course will provide an overview of the principles and practices of direct sales and business development, leveraging research, practical and experiential resources. Classes will include instructor-driven content, expert practitioner guests, and experiential exercises. The course includes lectures, class discussions and exercises, guest lectures and reading assignments.


NCCY 5090 2.5

Among the critical tasks facing any senior manager are the creation, implementation, and evaluation of a business unit’s strategy. This course seeks to provide the management student with the tools and frameworks essential to carrying out these tasks. Many of these tools and frameworks are based on recent advances in game theory, industrial organization, and organization theory, although the course also draws from the older business policy tradition. Students who successfully complete this course are able to analyze industries, identify areas of strategy advantage and disadvantage, and devise strategies that exploit advantages and remedy disadvantages.

Study Trips

NBAY 5920 1.5

The Tech MBA program is notable for students’ proactive and practical learning experiences through projects and interactions with start-ups, large tech companies, and companies that implement disruptive technologies. The study trip to Israel falls within this realm. The study trip’s main objective is to engage students in an active and meaningful way with firms in the digital economy; to understand the challenges they face; to interact and experience working with people and startups from different culture; and to gain insight that will help students in their professional life. Leading up to the study trip, students work in teams on a consulting project with an Israeli startup to help solve some of the challenges the firm faces. During the study trip itself, students visit the companies and present their solution to the startup, others in the study trip class, and outside guests such as VCs, angel investors, and bankers.

Studio & Interdisciplinary Courses

Becoming a Leader in the Digital World

TECH 5000 1

In each class, students focus on building skills needed for effective entrepreneurial leadership in a digital world and build on understanding how to maximize the positive economic, social, and cultural impact of digital businesses and products.

BigCo Studio

TECH 5290 3

Successfully innovating inside of a large company takes a new set of skills. In BigCo Studio, you will learn how to build products in a complex environment at scale and navigate business development, M&A, and other corporate activities to drive strategic initiatives within large companies. Working in teams, you’ll be matched with a C-suite or VP advisor from a real BigCo to research, prototype, and present a new product that helps the company achieve its mission.

Data Science in the Wild

CS 5304/INFO 5304 3

Massive amounts of data are collected by many companies and organizations and the task of a data scientist is to extract actionable knowledge from the data – for scientific needs, to improve public health, to promote businesses, for social studies and for various other purposes. This course will focus on the practical aspects of the field and will attempt to provide a comprehensive set of tools for extracting knowledge from data.

Design Thinking

NBAY 5180 1

This hands-on course will prepare you to be future innovators by teaching you Design Thinking, the human-centered design methodology pioneered by IDEO and Stanford founder, David Kelley. You will work on a team with peers from other disciplines so as to experience the importance of “radical collaboration.” All teams will work on the same challenge, and you will be asked to design an innovative solution to this complex problem.

Developing and Designing Interactive Devices

CS 5424/INFO 5345 3

This course provides an introduction to the human-centered and technical workings behind interactive devices ranging from cell phones and video controllers to household appliances and smart cars. This is a hands-on, lab-based course. For the final project, students will build a functional IoT prototype of their own design, using Javascript, single-board Linux computer, embedded microcontrollers, and other electronics components. Topics include electronics prototyping, interface prototyping, sensors and actuators, microcontroller development, physical prototyping and user testing.

Fundamentals of Modern Software

NBAY 5400 2

This course provides introductions to selected topics in Computer and Information Science, such as Internet Architecture, Machine Learning, Cryptography, Social Networks and Startup Systems.

Law for Non-Lawyers (for non-LLM students)

LAW 6673 1

This class introduces the principal legal issues involved in starting, managing and operating a technology-oriented business by entrepreneurs. It is intended to provide non-law students with an understanding of many of the laws and regulations to which developing businesses in the United States tech sector are typically subject—from the time an entrepreneur conceives and begins to build a business, implements a business plan, and obtains financing, to when she begins operations in anticipation of managing a mature company and considering possible exit strategies. The instructor, a former corporate partner in a large New York City law firm, will adopt the role of a general counsel to a start-up company advising his client/students about how laws and regulations affect their businesses at various stages of development, as well as about typical key contractual terms and negotiating strategies. Practicing lawyers will serve as guest lecturers. The course is designed to impart an understanding not only about substantive areas of the law that intersect with tech businesses but also about the role that lawyers should—and should not—play in burgeoning business enterprises. Students will gain insights into how lawyers approach business problems and the benefits and limitations of such a perspective.

Lifecycle of a Venture-Funded Tech Startup: Business Issues and Legal Considerations

LAW 6648 0.5

The business model for venture -funded startups is high risk, high reward and very binary; this business model results in the jobs of an attorney, a founder, and an investor being very specialized and different than in typical business relationships. This course will survey the business and legal relationships and interactions between founders, board members, and investors at key moments in the life-cycle of a private company startup. For each stage that we discuss, we will review real-world examples that illustrate the unique business and legal issues startups face.

Product Management

TECH 5200 1

This studio-based course helps students learn about and develop product management (PM) skills by putting those abilities immediately to use on their Startup Studio projects. In each session, students learn about a different aspect of product management, product design, or technology development, then practice applying it to their Startup Studio projects, working in the Studio with their project teams and with the help and critique of the practitioner instructors and sometimes visiting practitioners. By the end of the semester, students will have developed and practiced many of the fundamental product management skills required to develop new technology products, and their Startup Studio projects will have greatly benefited from the practice.

Product Studio

TECH 5900 3

Product Studio is the foundational studio course for product development at Cornell Tech. Students form semester-long teams and select a “How Might We” question posed by a company. During the semester students learn the basics of product development so they can apply the knowledge and skills from their degree program: identifying impactful problems to solve, product ideation and design, development process, and constructing a meaningful product narrative and complete product loop. Students present their working product, narrative, and thought process four times during the semester, after completing each of three 24-hour “studio sprints” where they will focus on developing their product and a final product presentation at the end of the semester.

Security & Privacy Concepts in the Wild

CS 5435 3

This course will give students a technical and social understanding of how and why security and privacy matter, help them think adversarially and impart how (and how not) to design systems and products. Less attention will be paid to specific skills such as hacking, writing secure code and security administration. Topics will include user authentication, cryptography, malware, behavioral economics in security, human factors in security, privacy and anonymity, side channels, decoys and deception and adversarial modeling. We will explore these concepts by studying real-world systems and attacks, including Bitcoin, Stuxnet, retailer breaches, implantable medical devices, and health apps — and we will consider future issues that may arise in personal genomics, virtual worlds, and autonomous vehicles.

Startup & Product Ideas

TECH 5100 1

This studio-based course helps students develop their ability to imagine, recognize, develop and improve startup ideas. In each class, students learn a different approach to product ideation or product critique, then practice that approach, working in many different teams — often with the advice of visiting entrepreneurs, VCs, domain experts, and other practitioners. Students invent and explore hundreds of startup ideas, and help each other evaluate and improve those ideas. By the end of the course, students self-organize into co-founding teams around specific startup ideas that they will pursue in Startup Studio the following semester.

Startup Studio

TECH 5910 3

In Startup Studio you and a team of your classmates will develop your own new product or startup idea. You’ll experience the entire process, from developing your idea, to prototyping and testing, to pitching to investors. You can even apply for a Startup Award that will provide funding and other support to help you turn your Startup Studio project to a real business.

The Prosecution of Cyber-Crime

LAW 6762 2