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BIOE 374A: Biodesign Innovation: Needs Finding and Concept Creation (ME 368A, MED 272A)

In this two-quarter course series ( BIOE 374A/B, MED 272A/B, ME 368A/B, OIT 384/5), multidisciplinary student teams identify real-world unmet healthcare needs, invent new health technologies to address them, and plan for their implementation into patient care. During the first quarter (winter), students select and characterize an important unmet healthcare problem, validate it through primary interviews and secondary research, and then brainstorm and screen initial technology-based solutions. In the second quarter (spring), teams select a lead solution and move it toward the market through prototyping, technical re-risking, strategies to address healthcare-specific requirements (regulation, reimbursement), and business planning. Final presentations in winter and spring are made to a panel of prominent health technology experts and/or investors. Class sessions include faculty-led instruction and case studies, coaching sessions by industry specialists, expert guest lecturers, and interactive team meetings. Enrollment is by application only, and students are required to participate in both quarters of the course. Visit http://biodesign.stanford.edu/programs/stanford-courses/biodesign-innovation.html to access the application, examples of past projects, and student testimonials. More information about Stanford Biodesign, which has led to the creation of 50 venture-backed healthcare companies and has helped hundreds of student launch health technology careers, can be found at http://biodesign.stanford.edu/.
Terms: Win | Units: 4

BIOS 289: Preparation & Practice: Finance of Biotechnology

Tailored lectures and case studies lead to a practical final project. Leaders from local firms and companies will help you gain insight into the biotechnology industry, the skills and experiences necessary to succeed, and the various roles and responsibilities within the industry. Coursework is divided into 4 sections: Introductory Material: The first segment consists of two lectures and introduces the biotechnology company life cycle along with introductory concepts in finance. Venture Capital and Private Equity: The second segment consists of three lectures devoted to venture capital finance and private equity where students will learn the basic mechanics of raising capital. nPublic Finance: The third segment consists of the interpretation of financial statements, construction of company forecasts, and evaluating business value from such projections. Final Project: The final lecture will conclude with student presentations on their final projects.
Terms: Win | Units: 1
Instructors: ; Eberle, S. (PI)

BIOS 290: Preparation & Practice: Law

Through tailored lecture, case study and a practical final project, Biosciences and interdisciplinary sciences students and trainees will learn how to apply the skills they acquired in their academic training to a career in Patent Prosecution and related fields. Taught by field and faculty experts, this is your opportunity to network with IP law representatives and to gain hands-on experience in a new career of choice option. Topics include: applying for positions, the importance of IP protection, licensing, overview of the patent process, drafting applications and litigation.
Terms: Aut | Units: 1

CEE 227: Global Project Finance

Public and private sources of finance for large, complex, capital-intensive projects in developed and developing countries. Benefits and disadvantages, major participants, risk sharing, and challenges of project finance in emerging markets. Financial, economic, political, cultural, and technological elements that affect project structures, processes, and outcomes. Case studies. Limited enrollment.
Terms: Win | Units: 3-5

DLCL 311: Professional Workshop

The purpose of this workshop is to introduce first- and second-year graduate students to the profession and to the professional study of literature and culture. What is academia? What skills do you need to succeed in your program and in the profession? How best to set goals and expectations for your education, your career, and yourself in the short and long term? This workshop will address these questions and assist you in developing the necessary understanding and professional competencies to succeed in completing your program and competing on the job market. Key topics include research, publishing, speaking, teaching, the job search, and the crafting of a scholarly identity and related instruments. In this workshop, you will have the opportunity to work on a multiyear success plan, your academic CV, a publishing project, course syllabi, and teaching statements. Supervised by the graduate affairs committee of the DLCL. May be repeated for credit.
Terms: Win | Units: 1-2 | Repeatable for credit
Instructors: ; Prodan, S. (PI)

EDUC 202I: International Education Policy Workshop (EDUC 102I)

This is a project-based workshop. Practical introduction to issues in educational policy making, education reform, educational planning, implementation of policy interventions, and monitoring and evaluation in developing country contexts. Preference to students enrolled in ICE/IEAPA, but open to other students interested in international development or comparative public policy with instructor's consent. Attendance at first class required for enrollment.
Terms: Spr | Units: 2-4
Instructors: ; Arribas Layton, L. (PI)

EDUC 386: Leadership and Administration in Higher Education

This course is provides an introduction to a wide range of contemporary leadership issues that arise in higher education and play out in different types of colleges and universities. We include a range of written and video materials to anchor class discussions. In addition, we have guest speakers who are or were in higher education leadership positions to engage with us and share their perspectives on higher education leadership and administration. Graduate students in every discipline interested in becoming faculty members or administrators at universities or colleges need to understand these issues to learn how best to navigate the complexities. Although higher education is our primary focus, we welcome students whose main interest is in an education-related organization such as a foundation, and we will help those students relate our discussions to their interests.
Terms: Spr | Units: 2-3

ENGR 311A: Women's Perspectives

Graduate seminar featuring non-technical talks by engineers from academia and industry. The theme for 2024 is "Let's Get Real!" Discussion is encouraged as graduate students share experiences and learn with speakers and each other. Possible topics of discussion range from time management and career choices to diversity, health, and family. Several optional informal dinners are hosted after the seminar to continue conversation with the speakers. Speaker list will be posted at: https://stanfordmewomen.weebly.com/seminar.html. May be repeated for credit.
Terms: Win | Units: 1 | Repeatable for credit
Instructors: ; Sheppard, S. (PI)

ENGR 311B: Designing the Professional

Wondering how to weave together what really fits you, is doable, and will be satisfying and meaningful? Have more questions than answers? Have too many ideas for your career, or not enough? This course applies the mindsets and innovation principles of design thinking to the "wicked problem" of designing your life and vocation. Students gain awareness and empathy, define areas of life and work on which they want to work, ideate about ways to move forward, try small prototypes, and test their assumptions. The course is highly interactive. It will conclude with creation of 3 versions of the next 5 years and prototype ideas to begin making those futures a reality. The course will include brief readings, writing, reflections, and in-class exercises. Expect to practice ideation and prototyping methodologies, decision making practices and to participate in interactive activities in pairs, trios, and small groups. Seminar open to all graduate students and Postdocs in all 7 schools. Additional course information at http://lifedesignlab.stanford.edu/dtp.
Terms: Win, Spr | Units: 1-2 | Repeatable 3 times (up to 3 units total)

ENGR 311D: Portfolio to Professional: Supporting the Development of Digital Presence Through ePortfolios

This course guides graduate students in creating a professional ePortfolio and establishing an online presence. The course includes seminar-style presentations and discussions, opportunities for feedback with career mentors, classmates, alumni, employers, and other community members using think-aloud protocols and peer review approaches. Curriculum modules focus on strategies for telling your story in the digital environment, platform considerations, evidence and architecture, visual design and user experience. Open to all graduate students and majors.
Terms: Spr | Units: 1

FINANCE 385: Angel and Venture Capital Financing for Entrepreneurs and Investors

This course covers all the stages of funding for early stage high-growth companies, from seed funding to venture capital rounds to a successful exit. We will concentrate on how entrepreneurs and investors make and should make important decisions. Examples of issues that we will cover are: How can entrepreneurs raise funding successfully? What are typical mistakes entrepreneurs make in raising capital and negotiating with investors? How to choose your investor? How to pitch to an investor? How do angels and VCs generate and process their deal flow and select companies? How are VCs involved in business decisions such as recruiting talent and replacing CEOs? What are the important provisions of financial contracts between VCs and founders? How to value early-stage companies? The course is very applied and mostly case-based. We will discuss a lot of nitty-gritty details that is a must for founders and investors. Case protagonists, founders, angels, and VCs will be among guest speakers. No prior knowledge of the VC industry is needed.
Terms: Aut | Units: 3

GSBGEN 310: Business and AI: Lessons from Entrepreneurs, Executives, and Investors

As AI technology advances at an unprecedented pace, both start-ups and established corporations are racing to harness its potential, aiming to revolutionize every sector with innovative applications. What are these opportunities, and how are these firms creating a sustainable competitive advantage? In this class, the teaching team will guide interactive classroom discussions on adopting AI in business. Guest speakers - CEOs or venture capitalists at the forefront of AI - will tell their stories, offering valuable insights from a myriad of industries and perspectives. The structure for this course will be a combination of: addressing what is different about starting an AI company; asking how AI companies (particularly Generative AI) are being valued and the associated risks; exploring how large companies are rapidly adopting AI; and introducing relevant economic models. Almost all days will have engaging speakers, and 50% of your course grade will be participation, as you interact with them and with your peers. There are two assignments and a group project. The faculty will provide a structured foundation to guide you, and short lectures on a number of topics. Students do not need in-depth technical knowledge of AI; you will be expected to learn the basics along the way, and will be taught about LLM models through examples.
Terms: Spr | Units: 3

GSBGEN 508: Strategic Pivoting for your Next Chapter

Many students come to the GSB with the intent to pivot upon leaving the institution. Some students feel they have outgrown their position or business, or they feel drawn to a new area that better suits their values and interests, where they can make a greater contribution. Some students have no idea what they want to do after graduating, they just know they want to make a purposeful change. And finally, some students want to strategically change their direction for reputation reasons. The average U.S. employee tenure is only 4-5 years and job roles often change dramatically within that timeframe. Pivoting is an intentional, methodical process for nimbly navigating career changes. A recent Gallup study revealed that almost 90% of workers are either 'not engaged' or 'actively disengaged; from their jobs. A pivot is a change made of your own volition when you have reached a point in your career when you are ready for increased challenge and impact. Strategic Pivoting is a course specifically developed for any student who already plans to pivot in their career and wants to figure out how to successfully build and create their next chapter. In this course we will discuss four stages for how to best pivot: 1) Planting, how to assess and set a strong foundation of values, strengths and interests. 2) Scanning, researching new and related skills, talking to others, and mapping potential opportunities. 3) Piloting, students conduct small, low-risk experiments to test their new direction, as well as gather real-time data and feedback. And 4) Launching, pulling the trigger, fully committed, to your carefully plotted pivot. The ultimate pay-off to Strategic Pivoting is acknowledging and adapting to a rapidly changing society when it comes to career paths. Because our careers are so fundamentally tied to our livelihood and sense of confidence, purpose and meaning, changes can be traumatic without a road map for traversing them. "Navigating this accelerated pace of change and this transitional career state, and learning to embrace it instead of resisting it, can become an edge and advantage." Alex Rodriguez, Major League Baseball icon, ABC/Fox Sports/ESPN commentator, entrepreneur, and CEO of A-Rod Corp will be a featured Guest Speaker in this course. Alex has also had a history of successfully pivoting his career and defying expectations. He is presently getting ready to host his own ESPN interview show called, "Pivot."
Terms: Win | Units: 2

ME 315: The Designer in Society (DESIGN 315)

This class focuses on individuals and their psychological wellbeing. The class delves into how students perceive themselves and their work, and how they might use design thinking to lead a more creative and committed life. As a participant you read parts of a different book each week and then engage in exercises designed to unlock learnings. In addition, there are two self-selected term projects dealing with eliminating a problem from your life and doing something you have never done before. Apply the first day during class. Attendance at the first session is mandatory.
Terms: Win | Units: 3

ME 368B: Biodesign Innovation: Concept Development and Implementation (BIOE 374B, MED 272B)

In this two-quarter course, multidisciplinary teams identify real unmet healthcare needs, invent health technologies to address them, and plan for their implementation into patient care. In second quarter, teams select a lead solution to advance through technical prototyping, strategies to address healthcare-specific requirements (IP, regulation, reimbursement), and business planning. Class sessions include faculty-led instruction, case studies, coaching sessions by experts, guest lecturers, and interactive team meetings. Enrollment is by application. Students are required to take both quarters of the course.
Terms: Spr | Units: 4 | Repeatable 2 times (up to 8 units total)

MED 272A: Biodesign Innovation: Needs Finding and Concept Creation (BIOE 374A, ME 368A)

In this two-quarter course series ( BIOE 374A/B, MED 272A/B, ME 368A/B, OIT 384/5), multidisciplinary student teams identify real-world unmet healthcare needs, invent new health technologies to address them, and plan for their implementation into patient care. During the first quarter (winter), students select and characterize an important unmet healthcare problem, validate it through primary interviews and secondary research, and then brainstorm and screen initial technology-based solutions. In the second quarter (spring), teams select a lead solution and move it toward the market through prototyping, technical re-risking, strategies to address healthcare-specific requirements (regulation, reimbursement), and business planning. Final presentations in winter and spring are made to a panel of prominent health technology experts and/or investors. Class sessions include faculty-led instruction and case studies, coaching sessions by industry specialists, expert guest lecturers, and interactive team meetings. Enrollment is by application only, and students are required to participate in both quarters of the course. Visit http://biodesign.stanford.edu/programs/stanford-courses/biodesign-innovation.html to access the application, examples of past projects, and student testimonials. More information about Stanford Biodesign, which has led to the creation of 50 venture-backed healthcare companies and has helped hundreds of student launch health technology careers, can be found at http://biodesign.stanford.edu/.
Terms: Win | Units: 4

MED 272B: Biodesign Innovation: Concept Development and Implementation (BIOE 374B, ME 368B)

In this two-quarter course, multidisciplinary teams identify real unmet healthcare needs, invent health technologies to address them, and plan for their implementation into patient care. In second quarter, teams select a lead solution to advance through technical prototyping, strategies to address healthcare-specific requirements (IP, regulation, reimbursement), and business planning. Class sessions include faculty-led instruction, case studies, coaching sessions by experts, guest lecturers, and interactive team meetings. Enrollment is by application. Students are required to take both quarters of the course.
Terms: Spr | Units: 4 | Repeatable 2 times (up to 8 units total)

MS&E 271: Global Entrepreneurial Marketing

Introduces core marketing concepts to bring a new product or service to market and build for its success. Geared to both entrepreneurs and intrapreneurs alike who have a passion for innovation. Course themes include: Identifying markets and opportunities, defining the offering and customer experience, creating demand, generating revenue, and measuring success. The team-based final focuses on developing a go-to-market strategy based on concepts from the course. Learn about managing self, building culture and teams, strategically think about your contribution as entrepreneur or intrapreuneur to an organization, community or society at large. Highly experiential and project based. Limited enrollment.
Terms: Aut | Units: 3-4

MS&E 284: Managing Data Science Organizations for Innovation and Impact

Most organizations are drawn to data science by the tantalizing prospects of competitive advantage and disruptive capabilities. Yet many organizations are finding that their data science teams are not providing the expected business impact, and some are beginning to question the ROI of these teams altogether. This course works to bridge the gap between the technical training that data scientists spend years mastering and the role they must play in their companies to successfully drive business impact. Drawing on inside accounts, case studies, and academic research, this course identifies the key capabilities that data science teams and their business partners must develop to successfully drive business impact. We explore how impactful data science teams have made a fundamental shift toward business understanding and impact accountability, even while ensuring that their statistics are pristine. This course lays out a practical "how to" guide for designing and enabling impact-driven data science teams, including templates and exercises for applying these practical insights in any organizations. Limited enrollment.
Terms: Win | Units: 3

MS&E 472: Entrepreneurial Thought Leaders' Seminar

Learn about entrepreneurship, innovation, culture, startups and strategy from a diverse lineup of accomplished leaders and entrepreneurs in venture capital, technology, education, philanthropy and more. Open to all Stanford students. Required weekly assignment. May be repeated for credit.
Terms: Aut, Win, Spr | Units: 1 | Repeatable for credit

POLECON 342: Finding Religious and Spiritual Meaning at Work: Business Exemplars

This course explores the experience of respected business leaders who have been able to integrate their spiritual and business lives successfully. It also provides an explicit opportunity for students to discuss their own intentions to find deep meaning in and through their business careers. Difficulties, struggles and barriers will be examined as well. Readings will include both biographies of specific business people and background materials on the major religious and philosophical traditions represented. A number of the exemplars whose biographical information will be examined, like Jeff Weiner of LinkedIn, will be invited to class -- initially to listen to the class discussion, and then to provide feedback to students, expand on their own biographies and the background resources read in preparation for each class, and respond to questions and answers. This course will help students elucidate how their business careers fit into what ultimately matters most to them and how to build moral courage and long-term commitment to their ideals.
Terms: Aut | Units: 3

STRAMGT 353: Entrepreneurship: Formation of New Ventures

This course is offered for students who seek to understand the dynamics of new ventures from the point of view of the entrepreneur/manager rather than the passive investor. At some stage this understanding will enhance your decision making about whether to pursue a career in playing a key role in creating or building a new venture. It will also enhance your understanding if you will be negotiating with executives at new ventures. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education.
Terms: Aut, Win, Spr | Units: 4

STRAMGT 547: Riding The Next Wave in Developing Economies

Today, innovative ventures in developing economies are providing compelling new products and services to a growing middle-class as well as to the lower part of the economic pyramid. These offerings provide consumers ways to better their lives and companies to grow their businesses. As older industries around the world are being disrupted, and entrepreneurial ecosystems in developing economies are evolving, entrepreneurs and investors now have reference points and 'basecamps' to explore unique opportunities. These newly formed networks that include universities, incubators, accelerator programs, angel investor organizations and small venture capital firms are still lacking in breadth and depth, despite their attempts to follow the lead of Silicon Valley. Consequently, investors and founders face distinct and more numerous challenges that they would not encounter in Silicon Valley, such as small local markets, lack of scale-up funding, uncertain exit opportunities, inadequate talent pools and complex legal and political environments.Yet these developing economies are growing and becoming more connected. We are witnessing new technology-based products in these locations allowing problems to be solved at a scale never seen before. AI and machine learning, blockchain, smart sensors, IoT devices, natural language interfaces and AR and VR are just a few of the technologies not only being developed in Silicon Valley, but all over the world. Of course, smartphones, with their multi-faceted sensors, are now becoming ubiquitous. These trends present opportunities such as: replicating business models proven elsewhere; leapfrogging legacy technologies; targeting the base of the pyramid; and starting venture capital firms. Despite this fertile ground for new endeavors, success not only requires an exceptional product/market fit but great execution to start and scale a venture in problematic and sometimes adverse environments.This case-driven course is designed to help students identify new opportunities in developing economies around the world and across industries and to expose them to the challenges they will face. It is targeted at students who are thinking about creating, joining or investing in new ventures in developing economies.The cases and guests will reveal entrepreneurial challenges through the eyes of founders and investors who have seized these opportunities at different stages of the venture: ideation, launch and scaling. This course is designed to showcase innovative companies in high growth industries such as consumer internet, financial services, health care and education. It will feature the latest trends and opportunities in Asia, Eastern Europe, Middle East, Africa and Latin America. By taking this course, you will be better equipped to observe, explain and participate in developing economy ecosystems and the opportunities and challenges they present.
Terms: Aut | Units: 2

WELLNESS 123: Living on Purpose (LEAD 103)

Purpose is not a singular thing; it's a way of living with what matters at the center. Investigate and own your unique journey for purpose. Explore the connection between an inner journey for compassionate self-understanding and an outer focus on engaging with the world. In this highly interactive class, we will create a supportive and inclusive community from which you can investigate the contemplative, psychological, social, and communal factors that deepen meaning-making, support authenticity, and encourage living more purposefully. Drawing from disciplines as diverse as art, poetry, design, contemplative practice, sociology, and positive psychology, we will cultivate skills that promote wellbeing and flourishing at Stanford and beyond.
Terms: Win, Spr | Units: 1-2
Instructors: ; Friedlaender, D. (PI)
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