6 Free Online Courses That'll Teach You the Same Skills You'd Learn in Business School

many universities had begun to release digital versions of their classes, available to anyone with an internet connection. That’s right, I’m talking about massive open online courses (MOOCs).

I compared the curricula of top MBA programs with the course offerings on a variety of MOOC platforms. Then, I mapped out a course progression that was a near one-for-one match with traditional business grad programs.

A Perspective on Acquiring Business Savvy

You’re finally ready for a new challenge. You’ve gotten your feet wet and acquired some business experience but you’re getting to the point where your current 9-to-5 isn’t cutting it anymore. You’re ready to make a change and dive into the business world for real. This time, playing for the big leagues. But in order to become an MVP, you’ve got to know what it takes to be business savvy.

The 17 equations that changed the course of history

Mathematics is all around us, and it has shaped our understanding of the world in countless ways. The world is increasingly getting explained with these equations. Let's understand them well. In 2013, mathematician and science author Ian Stewart published a book on 17 Equations That Changed The World. We recently came across this convenient table on Dr. Paul Coxon's twitter account by mathematics tutor and blogger Larry Phillips that summarizes the equations. (Our explanation of each is below):

Strategic decisions: When can you trust your gut?

Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives. For two scholars representing opposing schools of thought, Daniel
Kahneman and Gary Klein find a surprising amount of common ground. Kahneman, a psychologist, won the Nobel Prize in economics in 2002 for prospect theory, which helps explain the sometimes counterintuitive

Decisive Action: How businesses make decisions and how they could do it better

As the tectonic plates underlying our business world shift,
it becomes increasingly important for business leaders to rapidly make robust decisions, all
while minimising risk.
Against this rapidly changing backdrop, it’s no longer enough to use intuition – which
ultimately is rooted in one’s prior experience – as a basis for making decisions. As collecting
data about consumer behaviour becomes easier, decisions can and should incorporate wider
experiences and behaviours. Incorporating data (or simply stated, the experiences of relevant

Data science vs the hunch: What happens when the figures contradict your gut instinct?

On the face of it, business people still hold wildly contradictory views about the relative value of data science as opposed to gut instinct when they make decisions. Almost six senior executives out of 10 see themselves as making decisions based on data, according to new research. Yet more than seven out of 10 of the same group also say they trust their own intuition when choosing a course of action.

The Science Behind Gut Feelings and Making Data-Driven Decisions

Star Trek fans know that Captain Kirk is decisive and acts on his gut feelings. Sometimes he’s right, but other decisions lead to disaster. Mr. Spock, on the other hand, is logical, dispassionate and usually opposed to Captain Kirk. They each make mistakes as individuals, but as a team, they bring their strengths together to make better decisions.

'Gut feeling' still king in business decisions

Gut feeling' remains an important element in decision-making among business leaders even when plenty of data is available, according to a new study. Nine in every 10 executives surveyed by the Economist Intelligence Unit (EIU) said if the available data contradicted their intuition, that they would reanalyse it, ignore it or collect more information. Just 10pc said they would take the course of action suggested by the data.

Gut Decisions - Trust or Bust?

The gut decision divides decision makers everywhere. Some decision makers swear that their gut can do them no wrong and that pouring over data sets and applying decision models is busy work. Others demand a more rigorous approach to decision making and dismiss gut decisions as a viable strategy altogether. Who’s right?