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1 - 10 of 20 results for: STRAMGT

STRAMGT 353: Entrepreneurship: Formation of New Ventures

This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. 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. Each section will have a specific focus, please select the instructor(s) with your interests: Leslie, Siegelman - High tech ventures; Ellis, Chambers, Childs - Diverse types of ventures; Ellis, Foster - Diverse types of ventures; Siegel, Brady - High tech emphasis, but diverse types of ventures; Siegelman, Hattendorf - Social ventures; Reiss, Chess - Very early stage ventures.
Units: 4 | Grading: GSB Letter Graded

STRAMGT 356: The Startup Garage: Design

Startup Garage is an intensive hands-on, project-based course, in which graduate students will apply the concepts of design thinking, engineering, finance, business and organizational skills to design and test new business concepts that address real world needs . Our aspiration is to help teams identify an unmet customer need, design new products or services that meet that need, and develop business models to support the creation and launch of startup products or services. Even those teams that do not successfully launch a venture, or individuals who decide not to move forward, will learn critical, cutting-edge techniques about starting and launching a venture. nnnCollaborative, multi-disciplinary teams will identify and work with users, domain experts, and industry participants to identify and deeply understand customer needs, then proceed to design products or services and a business model to address those needs. .Each team will conceive, design, build, and field-test critical aspects of both the product or service and the business model. nnnThis course is offered by the Graduate School of Business. It integrates methods from human-centered design, lean startup, and business model planning. The course focuses on developing entrepreneurial skills (using short lectures and in-class exercises) and then applying these skills to specific problems faced by those users identified by the teams. Teams will ?get out of the building? and interact directly with users and advisors to develop a deep understanding of the challenges they face and to field test their proposed services, products, and business models.nn
Units: 4 | Grading: GSB Student Option LTR/PF

STRAMGT 512: The Yin and Yang of Family Business Transitions

This seminar provides students with practical solutions to some of the challenges faced in family business transitions.nnnFamily businesses are by far the dominant form of commerce world-wide, albeit the majority are small "mom and pop shops." Some research shows that large businesses, whatever the form of ownership, have an average lifespan of around forty years, while small businesses (at least in Japan and Europe) average around twelve years. So, if businesses in general do not survive, then it is a wonder that any family business can survive from one generation to another, let alone two, three, four or more.nnnThere are three essential requirements to succeed in a family business transition. First, it may seem obvious that the business must succeed, but it is less obvious what advantages a family business has over its non-family-owned counterparts. Second, the ownership structure must effectively maintain family cohesion and support the business. Finally, family members need to organize in thoughtful ways to work effectively with one another.nnnThe beauty of a family business is that it can be more profitable than companies with non-family ownership. Two fundamentals, at least, provide this advantage - a strong value system and a long-term economic perspective. The operative word above, however, is "can"; it is by no means a foregone conclusion that a family business will be more successful. Families must thoughtfully develop their advantages, while at the same time avoiding the pitfalls inherent in any family business.nnnAccordingly, this course is offered for students whose families own a family business or who are interested in the special challenges faced by family businesses. International students are encouraged to register as different cultural perspectives to family business will enrich the experience for everyone. Particular focus will be given to the transitions from one generation to another and the lessons learned that can be applied during the entire life of the business.
Units: 2 | Grading: GSB Pass/Fail
Instructors: Francis, P. (PI)

STRAMGT 542: Entrepreneurial Investing in Health Care

Investing in the healthcare sector is fraught with idiosyncratic challenges. First, the sector is very diverse and it spans biopharmaceuticals, medical devices, diagnostics, health care information technology, and health care services. Second, business models are evolving: business-to-business, business-to-physician, business-to-patient, business-to-business-to-patient, business-to-business-to-physician, etc. Third, the sector is exposed to strong non-market forces: regulatory and reimbursement which are important elements to one's investment thesis. These challenges are amplified when investments focus on either early stage private ventures, or small capitalization public companies. Yet the possible returns for early stage and small cap investors are significant: fledgling healthcare companies can grow to multi-billion business and can have a long and lasting impact on people's life and well being. Topics to examine in the seminar include:n* Investment criteria that investors use to screen investment opportunities in this sector. Specific issues in biotech, medical devices, and services will be addressed.n* How early stage ventures evolve as they mature and how the investment criteria change with the stage of the companyn* How the investors change with the stage of the company: venture capitalists, private equity, public markets.nWe will examine these topics through a combination of guest presentations, lectures, and practical applications to real investment opportunities.nnInstructors: Richard Lin, Stefanos ZeniosnnRichard Lin is a partner with Three Arch Partners, a healthcare focused venture capital firm and is also the general partner/portfolio manager of Three Arch Opportunity Fund, a hedge fund focused on small cap healthcare opportunities. He is looking forward to sharing his experience with the class. Stefanos Zenios is a professor at the GSB, an expert on health care systems and the on the innovation process. He has recently completed a study in which he has developed a data-driven methodology that can be used by investors to identify predictors of success in early stage ventures. He will share his research findings with the class.
Units: 1 | Grading: GSB Pass/Fail

STRAMGT 573: Strategic Thinking in Action - In Business & Beyond: Evolution of the Global Semiconductor Industry

This five-session 2-point Bass seminar will involve students (maximum 20) in analyzing the evolution of the global semiconductor industry and how it has been and will be affected by strategic actions of entrepreneurial startups, incumbent corporations, and governments in multiple geographies. The purpose of the seminar is to help students sharpen their skills at the intersection of business strategy and technology strategy in order to more effectively lead strategic change in and of large complex systems. While the instructors will provide relevant pre- readings, students will be expected to complement these materials with their own research of theoretical and empirical sources. Class discussions will focus on several topics: 1) the converging computing and wireless communications industries;(2) The future growth of key market segments of the semiconductor industry; (3) The prospects of different technologies and architectures going forward; and, (4) The future structure of the semiconductor industry. Students will 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 topics 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 207: Strategic Leadership

This course examines fundamental issues of general management and leadership within an organization. You will learn about setting an organization's strategic direction, aligning structure to implement strategy, and leading individuals within the firm. You will master concepts, frameworks, and tools to assess an industry and a firm's competitive environment, and to craft alternatives. You will study the interplay among formal structure, informal networks, and culture in shaping organizational performance. By integrating leadership theory, the lessons of practical application, and your own experience, you will develop skills and capabilities essential to leading others. And you'll gain a better understanding of your own leadership preferences, strengths, and weaknesses.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 210: Managerial Skills

In the Managerial Skills Labs we examine several common managerial challenges faced by executives. Together with Faculty, students explore these topics using four case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. We have selected small to midsized businesses as the context for these discussions in order to highlight the impact that key decisions and their implementation can have on the broader organization. Class preparation should include not only analysis and conclusions, but also specific recommendations on implementation. Students should come to class prepared to role play important conversations between management and other key individuals.
Units: 1 | Grading: GSB Letter Graded

STRAMGT 259: MSx: Generative Leadership

Generative Leadership: How to Create Innovative Ideas and Convey Them with ImpactnnnThere are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication.nnnDesign ThinkingnnnOutcome:nnParticipants learn to employ User Centered Design as promoted by the Stanford d.school. They become adept at Empathizing with the end user, practicing focused Need Finding, Defining the Problem, Ideating, Rapidly Prototyping and Adapting to Feedback.nnnExperiences:nnParticipants learn the Design Thinking process through a hands-on, collaborative design challenge, like redesigning the Briefcase for a specific user.nnnThe Improvisational MindsetnnnOutcome:nnThe participants increase their ability to respond flexibly to novel situations and to generate innovative solutions on a collaborative, creative team. The mindset is cultivated by practicing 5 key principles. Say "Yes, and". Treat Mistakes as Gifts. Inspire your Partner. Dare to be Obvious. Notice the World.nnnExperiences:nnThe key principles are taught through a series of immersive theater exercises derived from Johnstone, Spolin, and Ryan. Valuable readings include IMPROV WISDOM, by Patricia Ryan and journal articles on improv and brainstorming.nnnHigh Performance CommunicationnnnOutcome:nnThe final segment of the class is a chance to apply the principles of User Centered Design and the Improvisational Mindset to design and deliver messages that go beyond just transmitting information - they get results. Participants successfully use a version of the Design Thinking process to rapidly develop content that is tuned to the audience's needs, and that they can deliver in a way that is agile and responsive to real time feedbacknnnExperiencesnnGenerative Leadership culminates in a group presentation designed to influence key stakeholders. To be successful, participants will have to draw on all sections of the course. AS WE SPEAK is our text.
Units: 2 | Grading: GSB Letter Graded
Instructors: Klein, D. (PI)

STRAMGT 279: MSx: Global Strategic Management

This course introduces the basic concepts of strategic management, focusing on their application in a semi-globalized world, where international borders are less significant than in the past but still very important. There are texts that will be required reading, but each class will also feature a case discussion.
Units: 4 | Grading: GSB Letter Graded

STRAMGT 355: Managing Growing Enterprises

This course is offered for students who, in the near term, aspire to the management and full or partial ownership of a new or newly-acquired business. The seminar, which is limited to 40 students, has a strong implementation focus, and deals in some depth with certain selected, generic entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing. Throughout the course, emphasis is placed on the application of analytical tools to administrative practice.
Units: 4 | Grading: GSB Letter Graded
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