| | # | Categories | Semester | Ready? | Title | Moral | L# | Lecture | |
| | 571 | Ambiguity,Failure,Improv,Conversation | F2021 | No | The Amazon Interview | In an ambiguous situation, making sense of it starts with a conversation. | 8 | The business process of crisis management | |
| | 185 | Budget Mgmt | | Yes | Five ways to create budget | You can stretch what you have | | | |
| | 53 | Budget Mgmt,Finance | | Yes | Creating an Internal Capital Budget | Investment funds created out of operations are the easiest to get approved | | | |
| | 391 | Bureaucracy | | No | The CIA Manual | Bureaucracy can be sabotage in the guise of order | | | |
| | 367 | Bureaucracy | | No | The Chain of Command | The chain of command chokes creativity and free flow of ideas | | | |
| | 472 | Careers | | Yes | What do I need to do to get a job? | Build your story a credential at a time | | | |
| | 81 | Change Mgmt,People Mgmt,Quality | W2020 | Yes | A Red-Button Party | When you find a problem, celebrate: it's an opportunity to ratchet up the quality | 8 | Structure/Operations 4 - Understanding finance,risk and security in context | |
| | 511 | Communication | W2020 | Yes | Boil It down | "Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away." --Antoine de Saint-Exupery | 1 | Introductions | |
| | 412 | Communication,Leadership | | No | The one-pager | Think 5-minute news recap | | | |
| | 504 | Communication,Metaphor | W2020 | Yes | Selling the Plumbing | A CIO must be chief translator and facile with a metaphor | 5 | Structure/Operations 1 - Establishing Operational Control ; Engagement | |
| | 201 | Communication,Strategy | | No | ZOUD | Debate can be a positive path to truth | | | |
| | 350 | Conflict | | No | The "And" | The power of the AND is greater than the power of the OR | 6 | Politics,Projects and Crisis | |
| | 370 | Conflict | | Yes | Take me to the river | Going to the river ain't for sight-seeing; it's for seeing the truth | 10 | Managing Perfromance & Conflict | |
| | 475 | Crisis | F2019 | Yes | Where were you? | Event markers divide our lives and organizations into chapters | 3 | History of IT in Crisis Response | |
| | 480 | Crisis | | Yes | Loma Prieta | When the ground moves, hang on | 4 | A framework for understanding the application of technology and data to crises | |
| | 454 | Crisis,Improv | | Yes | The Parade | In the midst of a crisis, try to remain calm and improvise where you need to. | 2 | What is crisis,response and resiliency | |
| | 529 | Crisis Mgmt | F2021 | Yes | Cyclone Nargis | Supply chain is about getting the goods to point of need | 8 | The Business Process of Crisis Management | |
| | 479 | Crisis Mgmt,Collaboration | W2020 | No | Apollo 13 | Urgency is the mother of improvising | 4 | A Crisis Framework | |
| | 485 | Crisis Mgmt,Resilience | F2021 | No | The Boatlift | People will rise to the occasion | 2 | Crisis,response and resiliency | |
| | 494 | Culture | | No | The Handshake | Understanding culture takes beginner's mind | 11 | Crisis And Cultural Context | |
| | 556 | Culture | | Yes | The Passport | Approach your hosts with beginner's mind | 12 | Crisis And Cultural Context | |
| | 322 | Decision-making | | Yes | Play the Movie Forward | Imagine how the rest of the movie plays out, not just the current scene | | | |
| | 304 | Design,Strategy | | Yes | Bottle-caps | Connect with people where they are, with what they use | | | |
| | 43 | Finance | | Yes | Lease versus Buy | Lowest cost is not always best | | | |
| | 77 | Finance | | Yes | It's Hard to Argue with Facts | Win with data: It's hard to argue with the facts | | | |
| | 539 | Goals | W2020 | No | The Moonshot | If you don't aim high, you'll never reach high | 3 | Strategy 2 - Figuring out how to get there | |
| | 500 | Goals,Measurement | W2020 | Yes | Needle in the Haystack | Be able to state what's most important among the many is liberating and empowering | 5 | Structure/Operations 1 - Establishing Operational Control | |
| | 570 | Innovation | W2020 | Yes | AT&T Mobile | Optimize the time when you jump on a disruptive technology | 7 | Structure/Operations 3 - Controlling through governance,metrics and politics | |
| | 544 | Innovation,Failure | W2020 | Yes | The Light Bulb | Reframe the problem into an opportunity | 4,7 | Strategy 3,Structure/Operations 3 - Controlling through governance,metrics and politics | |
| | 8 | Leadership | | Yes | Time, Process and People | The tighter the time frame the less concern for process and people | | | |