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1 - 10 of 21 results for: STRAMGT ; Currently searching autumn courses. You can expand your search to include all quarters

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

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. Collaborative, 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. This 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.
Units: 4 | Grading: GSB Student Option LTR/PF

STRAMGT 536: The Startup Garage: The China Version

A condensed version of Startup Garage focused on exploring entrepreneurial opportunities in China. Stanford teams will work jointly with students at the Graduate School of Management at our partner, Peking University (PKU). The teams'€™ goals will be to identify a business startup model that has been successful in the US and explore how to modify and transplant that model for the Chinese market. We will be meeting in our immersive classroom at the GSB, and we will connect with our partners at their classroom in the Stanford Center at Peking University.nnThe course will begin with a workshop that introduces the key concepts taught at Startup Garage: empathy, ideating, prototyping and testing of the complete business model. Teams will apply in a rapid fashion all steps of the Startup Garage process to their business idea. Because a central element of the Startup Garage is to get out of the building, the partnership with PKU will enable the teams at Stanford to have access to on the ground, out-of-the-building, real time information. The process will culminate into a short presentation summarizing each team'€™s assessment about the viability of the business idea and immediate next steps. At the end of the course, teams who wish to continue exploring their business idea can join the fall quarter version of Startup Garage and maintain their collaboration with their PKU team. Teams will be formed within the course, and they will be advised by our network of Startup Garage advisors, which includes investors with experience in the Chinese market, as well as advisors and faculty from PKU.nnInstructor: Stefanos ZeniosnStefanos Zenios is a professor at the GSB and the director of the Center for Entrepreneurial Studies. He is the lead architect of Startup Garage, an experiential second year elective in which teams of students explore new business ideas by using a combination of design thinking and lean startup tools. He is continuously exploring ways to apply the Startup Garage process to different entrepreneurial challenges, including the challenge of exploring entrepreneurial opportunities in emerging economies.
Units: 1 | Grading: GSB Pass/Fail

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 nonmarket 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 multibillion business and can have a long and lasting impact on people's life and wellbeing. Topics to examine in the seminar includen- 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 company.n- 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.nnTentative List of Speakers: Mike Kaplan (MMC Health Services); Noah Knauf (Warburg PincusnHealth Care Group); Oleg Nodelman (EcoR1 -Capital value-oriented biotech investment fund);nTom McKinley (Cardinal Partners); Peter Ehrich (Crassey & Co); David Kim (Ghost TreenCapital); Marc Galetting (Longitude Capital); Anne DeGheest (Health Teach Capital)nnInstructor: Stefanos ZeniosnStefanos Zenios is a professor at the GSB and an expert on health care systems and the on innovation processes. He has completed a study in which he has developed a datadriven 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
Instructors: Zenios, S. (PI)

STRAMGT 543: Entrepreneurial Acquisition

For aspiring entrepreneurs who don't have a burning idea or desire to start a company from scratch, acquiring a small business can provide a direct route to running and growing a business. This class will explore entrepreneurial acquisition (EA). As the course covers topics such as what makes a good industry, raising capital, how to source deals, dealing with investors, due diligence, and negotiation, the course is also applicable to those interested in private equity, venture capital, start-ups, and general management. The class relies heavily on the case method, and each class includes guests (often the case protagonists) who bring practical and current experience to the classroom. The two group projects are intended to be highly practical, simulating real-world situations. Professors Dodson and Kelly each have over 20 years of experience in the subject matter.
Units: 2 | Grading: GSB Letter Graded

STRAMGT 545: Ensuring Social Innovation Scales: Across Borders, Across Sectors, and Across "the Valley of Death"

The world has made great progress in addressing some of the globe'€™s challenges, but we have much more to do -€“ only possible by developing and scaling new technological and social science interventions. Over the past three decades, we have applauded many breakthrough research, design and technology innovations, and more recently we have witnessed an encouraging commitment to strengthen health, education, finance and other systems to support reaching "the last mile"€ of development. With this barbell approach, however, we have often ignored, misunderstood and under-invested in the critical, tough and unsexy challenges crossing the middle of the value chain -- innovation's valley of death: product and system adaptation and evaluation; evidence generation and design validation; formal or informal regulatory approval and registration; and the appropriate design, introduction and optimization of the intervention'€™s uptake of before markets, governments or other systems can truly take them to scale. This class will use an inter-disciplinary approach to look at variety of economic, scientific, and systemic factors that pull innovation forward, that push it from behind, and often to the world''s detriment block its successful implementation and scaling. Grounding the work on both traditional and emerging research and theories on social change and development, we would apply real world experiences and several important case studies in order to examine the way good ideas get stuck advancing to real solutions, and how innovations fail to scale to make any meaningful impact on outcomes that matter. We will also examine the root causes for these challenges. More important, we will focus on innovations and methodologies that have overcome these barriers, where we have witnessed both simple and complex innovations reach literally millions or even billions of lives. The seminar will involve a combination of lectures, case studies, visiting lecturers, and a project tackling a particular aspect of a specific problem. While the aperture on innovation theory would be quite wide across multiple sectors and models, the focused case examples would be derived from global health innovations. Our goal is to help the next generation of social innovation leaders think more about some of the mistakes of the past, and lessons for the future, and new ways of approaching old problems, all from a practitioner'€'s point of view.
Units: 2 | Grading: GSB Letter Graded
Instructors: Davis, S. (PI)

STRAMGT 547: Entrepreneurial Opportunities in Developing Economies

As technology-driven ventures are having more and more impact, entrepreneurial ecosystems have been developing in recent years around the developing world. Following the lead of Silicon Valley, the most developed and sophisticated ecosystem of all, these newly formed industry networks that include universities, incubators and accelerator programs, angel investor networks and venture capital firms can now support local entrepreneurs and innovation better than ever before. As developing economies grow and get more sophisticated, entrepreneurial opportunities arise across markets and industries. Despite this fertile ground for new endeavors, entrepreneurs face particular challenges and risks that they would not encounter in Silicon Valley.nn
Units: 2 | Grading: GSB Student Option LTR/PF

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

This six-session 2-point Bass seminar will involve students (maximum 20) in analyzing the evolution of the global semiconductor industry in light of the convergence of computing and wireless communications, 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 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 Pass/Fail
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