Results for CSI::responsiblebusiness

The course aims to equip the Stanford community with the knowledge and networks required to undertake significant future work on sustainable finance and investment. The course will be given in a seminar format, which explores multiple disciplines of sustainable finance with talks by researchers associated with the Stanford Precourt Institute for Energy's Sustainable Finance Initiative and visiting speakers. The course features three highly interactive modules: (1) risk and opportunities of sustainable finance, (2) business and financial innovation toward sustainability, and (3) sustainability assessment and advanced data technologies. The contents covered by this course include but are not limited to systems and theories in sustainable finance and investment such as active ownership, carbon markets and policies, climate finance, environmental disclosure and reporting, divestment, engagement, environmental, social, and governance (ESG), green banks, green bonds, green benchmarks and indices, impact investing, public-private partnerships, responsible investment, stranded assets, and green taxonomies. Seminar meets weekly during the Autumn Quarter.

Freshwater is our most crucial natural resource, but it is facing mounting pressures from climate change and other factors. While public agencies traditionally dominated water management, private water companies are playing an increasingly important (and sometime controversial) role. In many cases, private companies are making critical contributions to meeting societal water needs (e.g., by developing new technologies and finding new ways to reduce water use). In other cases, however, the involvement of private companies has proven controversial (e.g., when private companies have taken over public water supply systems in developing countries such as Bolivia). This course will look at established and emerging businesses in the water sector and the legal, economic, and social issues generated by the private sector's involvement. These businesses include water technology companies (e.g., companies commercializing new desalination or water recycling technologies), venture capitalists, water funds (that directly buy and sell water rights), consulting firms, innovative agricultural companies, and large corporations (that increasingly are adopting corporate stewardship programs). The course will begin with two weeks of introduction to water and the private water sector. After that, each class will focus on a different water company. Company executives will attend each class session and discuss their business with the class. In most classes, we will examine (1) the viability and efficacy of the company's business plan, (2) the legal and/or social issues arising from the business' work, and (3) how the business might contribute to improved water management and policy. Each student will be expected to write (1) two short reflection papers on businesses that visit the class, and (2) a 10- to15-page paper at the conclusion of the class on an idea that the student has for a new water company, on an existing water company of the student's choice, or on a legal or policy initiative that can improve the role that business plays in improving water management (either in a particular sector or more generally). This course is open to graduate students from around the campus. Elements used in grading: Attendance, Class Participation, Written Assignments, Final Paper. Cross-listed with Civil & Environmental Engineering (CEE 273B).

Freshwater is our most crucial natural resource, but it is facing mounting pressures from climate change and other factors. While public agencies traditionally dominated water management, private water companies are playing an increasingly important (and sometime controversial) role. In many cases, private companies are making critical contributions to meeting societal water needs (e.g., by developing new technologies and finding new ways to reduce water use). In other cases, however, the involvement of private companies has proven controversial (e.g., when private companies have taken over public water supply systems in developing countries such as Bolivia). This course will look at established and emerging businesses in the water sector and the legal, economic, and social issues generated by the private sector's involvement. These businesses include water technology companies (e.g., companies commercializing new desalination or water recycling technologies), venture capitalists, water funds (that directly buy and sell water rights), consulting firms, innovative agricultural companies, and large corporations (that increasingly are adopting corporate stewardship programs). The course will begin with two weeks of introduction to water and the private water sector. After that, each class will focus on a different water company. Company executives will attend each class session and discuss their business with the class. In most classes, we will examine (1) the viability and efficacy of the company's business plan, (2) the legal and/or social issues arising from the business' work, and (3) how the business might contribute to improved water management and policy. Each student will be expected to write (1) two short reflection papers on businesses that visit the class, and (2) a 10- to15-page paper at the conclusion of the class on an idea that the student has for a new water company, on an existing water company of the student's choice, or on a legal or policy initiative that can improve the role that business plays in improving water management (either in a particular sector or more generally). This course is open to graduate students from around the campus. Elements used in grading: Attendance, Class Participation, Written Assignments, Final Paper. Cross-listed with Civil & Environmental Engineering (CEE 273B).

This class will analyze the growth in inequality in the US over the last several decades and how that trend is likely to continue or change in the future. We will ask if and how public policy can affect inequality. We will also focus on business's role -- what are the responsibilities of private sector companies, how does inequality affect them, and how should the growth in inequality affect their strategies? We will look at inequality in income, some of its potential sources, and its effects in other areas. Specifically, we will look at education, housing, the social safety net, migration, and the job market. The class will be very interactive and will be based on readings drawn from academic research, case studies, news, and opinion readings. We will also have guest speakers from industry, government, and non-profits. The class will be co-taught by a GSB labor economist and an advisor to policy makers with decades of business experience.LOGISTICAL NOTE: During the week of May 13, the class will not meet during the regular time slots. Instead, there will be a mandatory, all-day class field trip to explore inequality issues in depth and in person on Wednesday, May 15. If you have an academic-related reason you cannot make the trip, we will assign alternative work. However, the trip is required unless you have a conflicting class or academic obligation.

This course equips you to create, build and lead equitable organizations. We will learn the power of iD&I - that is, how we can be change agents by involving key stakeholders, casting the right vision, and constructing the right interactions to unlock the true potential of diversity in teams and organizations. We will discuss the power of inclusion as itrelates to the employee and customer experience. We will study effective strategies for designing diverse and inclusive companies, and will address the barriers and myths related to meritocracy. We'll look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience - from engaging and hiring candidates to retaining employees and helping them thrive. We'll dive into how to create inclusive cultures and a sense of belonging. Finally, we will learn tools and techniques to empower change for ourselves and others. Experts in diversity and inclusion, and executives at companies that have successfully incorporated inclusion programs, will join us for the class discussions.

The general objective of the course is to develop a better understanding of the changing socio-economic and political situation in China (with its challenges both for China and for the rest of the world) in order to make less difficult to define and implement sustainable strategies for managing effectively in China and for handling the complex and sensitive interdependence between China and the US, between China and the rest of the world. From assessing, critically, the performance of China today, its achievements and challenges, students will get an insight in the current complex dynamics of China nrenaissance/transformation and we will discuss alternative scenarios, with their business and socio-political consequences on the medium term. From this analysis and with a prospective perspective in mind, we will discuss responsible management practices required to build, overtime, a mutually rewarding, growing interdependence. More specifically, the course will initially identify the multi-causality behind China's achievements and discuss some of the dysfunctions associated, today, with such performance. The conditions of management effectiveness required to enter and succeed overtime in the Chinese market will be identified while the challenges faced by competition - particularly in terms of management of innovation - and by the global expansion of Chinese firms overseas will be illustrated. The course will rely upon different pedagogical methods; it will create conditions to share and leverage participants' experience and it will make use of cases and research results. Auditors will be admitted, but they will have to be present (and prepared) in all the sessions.

In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by the success of these new businesses? The seminar is a good match for Stanford students interested in working or investing in emerging markets. It will be taught by Matt Bannick, who led Omidyar Network (a $1 billion impact investing fund) and is the former President of eBay International and of PayPal.