2013-2014 2014-2015 2015-2016 2016-2017 2017-2018
Browse
by subject...
    Schedule
view...
 

41 - 46 of 46 results for: STRAMGT ; Currently searching offered courses. You can also include unoffered courses

STRAMGT 547: Riding The Next Wave in Developing Economies

Today, technology-driven ventures continue to disrupt industries around the world and entrepreneurial ecosystems in developing economies are evolving, creating a better backdrop for entrepreneurs and investors who wish to explore high potential opportunities. Despite following the lead of Silicon Valley, the most advanced ecosystem in the world, these newly formed networks that include universities, incubators, accelerator programs, angel investor organizations and venture capital firms are still lacking. Consequently, investors and founders face distinct challenges that they would not encounter in Silicon Valley including access to local markets, lack of funding, inadequate talent pools and complex legal and political context. As developing economies grow and become more connected, new and exciting entrepreneurial opportunities arise across markets and industries. Smartphones, the best sensors on earth have already been deployed and new technologies, such as Machine Learning and Block more »
Today, technology-driven ventures continue to disrupt industries around the world and entrepreneurial ecosystems in developing economies are evolving, creating a better backdrop for entrepreneurs and investors who wish to explore high potential opportunities. Despite following the lead of Silicon Valley, the most advanced ecosystem in the world, these newly formed networks that include universities, incubators, accelerator programs, angel investor organizations and venture capital firms are still lacking. Consequently, investors and founders face distinct challenges that they would not encounter in Silicon Valley including access to local markets, lack of funding, inadequate talent pools and complex legal and political context. As developing economies grow and become more connected, new and exciting entrepreneurial opportunities arise across markets and industries. Smartphones, the best sensors on earth have already been deployed and new technologies, such as Machine Learning and Blockchain, will allow problems to be solved at a scale like never seen before. nnnThe cases and guests will reveal entrepreneurial challenges through the eyes of founders and investors that have seized these opportunities at different stages of the venture: ideation, launch and escalation. 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, Middle East, Africa and Latin America. By taking this course, you will be better equipped to observe and explain developing economy ecosystems and the opportunities and challenges they present.
Units: 2 | Grading: GSB Student Option LTR/PF

STRAMGT 573: Moore's Law and the Convergence of Computing and Communications; Strategic Thinking in Action

This six-session (2-unit) Bass seminar focuses on strategic leadership and builds on core strategic leadership coursework in the MBA program. The course uses the seminar format with expectations of extensive contributions from all students to the discussion in each session. Through seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the industry and organizational levels of analysis in dynamic environments. The seminar's aim is to improve participants' ability to develop strategically informed action plans that are imaginative, inspiring and workable. nnThe seminar's conceptual frameworks include traditional tools of strategic and competitive analysis from the core MBA course on strategic leadership, conceptual frameworks developed by the instructors that help understand the role of strategy-making in the evolution and transformation of organizations and industries, and theoretical frameworks that help understand the interplays b more »
This six-session (2-unit) Bass seminar focuses on strategic leadership and builds on core strategic leadership coursework in the MBA program. The course uses the seminar format with expectations of extensive contributions from all students to the discussion in each session. Through seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the industry and organizational levels of analysis in dynamic environments. The seminar's aim is to improve participants' ability to develop strategically informed action plans that are imaginative, inspiring and workable. nnThe seminar's conceptual frameworks include traditional tools of strategic and competitive analysis from the core MBA course on strategic leadership, conceptual frameworks developed by the instructors that help understand the role of strategy-making in the evolution and transformation of organizations and industries, and theoretical frameworks that help understand the interplays between technology strategy and corporate strategy. Three of the six session will feature discussions with senior executives from key industry players. The seminar's pedagogy involves informed debate including with the guest executives to evaluate and hone well-researched views by the participants as well as the writing and presentation of position papers by small groups of seminar participants concerning the seminar's analytical topics.nnIn this fall's seminar we will examine the evolution of the global semiconductor industry in light of the ongoing impact of Moore's Law and the convergence of computing and wireless communications industries, and how it has been and will be affected by strategic actions of entrepreneurial startups, incumbent corporations, and governments in multiple geographies.nnSeveral interrelated topics will be discussed as they impact three key industry segments of the global semiconductor industry that are the focus of the seminar.
Units: 2 | Grading: GSB Letter Graded

STRAMGT 574: Strategic Thinking in Action - In Business and Beyond (II)

This six-session 2-point Bass seminar will involve students (maximum 24) in analyzing the emerging global electric automotive industry by focusing on: (1) The electric automotive industry in the U.S. and Europe, (2) the electric automotive industry in Japan and Korea, and (3) the electric automotive industry in China. We will each time examine the strategies of the key automotive companies as well as that of the government and other key players such as infrastructure providers. The purpose of the seminar is to help students sharpen their skills in identifying facilitating and impeding forces of strategic change, and in assessing and estimating the direction and rate of strategic change. While the instructors will provide relevant pre- readings related to these topics, students will be expected to complement these materials with their own research of theoretical and empirical sources. They will also be expected to help structure the discussion and move it forward toward conclusions. Students will organize into three teams each focused on one of the regions and prepare a five-to-ten page group report of their most important findings and conclusions that extend current knowledge.
Units: 2 | Grading: GSB Letter Graded

STRAMGT 579: The Political Economy of China

The evolving organization of the Chinese economy, with special emphasis on the following topics: the integration of the Communist Party organization with government entities and enterprises; the successive phases of market reform; the evolution of ownership and the nature of property rights; corporate restructuring and corporate governance; corruption and anti-corruption campaigns; strengths and weaknesses of the national development model.
Units: 2 | Grading: GSB Letter Graded
Instructors: Walder, A. (PI)

STRAMGT 583: The Challenges in/with China

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). It should make then less difficult to define sustainable strategies for managing effectively in China and for handling the growing interdependence between China and the US; between China and the rest of the world. From assessing critically the performance of China today, students will get an insight in the current complex dynamics of China renaissance/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 explore alternative strategic business approaches and propose responsible management practices required to build, overtime, a mutually rewarding growing inter-dependence.nMore specifically, the course will initially identify the multi-caus more »
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). It should make then less difficult to define sustainable strategies for managing effectively in China and for handling the growing interdependence between China and the US; between China and the rest of the world. From assessing critically the performance of China today, students will get an insight in the current complex dynamics of China renaissance/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 explore alternative strategic business approaches and propose responsible management practices required to build, overtime, a mutually rewarding growing inter-dependence.nMore 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 the global expansion of Chinese firms overseas will be illustrated.nThe course will rely upon different pedagogical methods; it will create conditions to share and leverage participants' experience and it will make use of a number of recent cases and research results. nAuditors will be admitted, but they will have to be present (and prepared) in all the sessions.
Units: 2 | Grading: GSB Student Option LTR/PF

STRAMGT 584: Assessing High Impact Business Models in Emerging Markets

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 more »
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 leads Omidyar Network (a $1 billion impact investing fund) and is the former President of eBay International and of PayPal.
Units: 2 | Grading: GSB Letter Graded
Instructors: Bannick, M. (PI)
Filter Results:
term offered
updating results...
number of units
updating results...
time offered
updating results...
days
updating results...
UG Requirements (GERs)
updating results...
component
updating results...
career
updating results...
© Stanford University | Terms of Use | Copyright Complaints