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This seminar provides the opportunity for students to study the structure and dynamics of the U.S. health care industry, and some of the ways it intersects with the global health care industry. The U.S. health care industry represents over 15 percent of the nation's GDP and is rapidly changing as a result of government regulatory reform enacted in 2010. The seminar's aim is to develop participants' ability to create strategically informed action plans that are imaginative, inspiring and workable in this highly dynamic environment. The seminar's pedagogy involves informed debate to evaluate and hone well-researched views by the participants and instructors, as well as the writing and presentation of position papers by small groups of seminar participants on the key dynamics of the industry. In the course of the seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the societal, industry and organizational levels of analysis. After developing a complete picture of the structure of the health care industry and the strategic relationships among the key players - the strategic landscape -, the seminar will focus on how health care reform and other external forces will affect the strategic opportunities and challenges of four types of players in the strategic landscape: (1) Incumbents (e.g., pharmaceutical companies, hospital companies, insurance companies); (2) entrepreneurial startups (e.g., home monitoring, genetic testing companies, information services); (3) cross-boundary disruptors (e.g., health clinics, Wal-Mart, Cisco, Google); and (4) international health care providers (e.g. in Mexico, India, Thailand) Four student teams will be formed to focus on one of the four types of players. Each team will prepare a research paper focused on determining how their type of player can take advantage of the regulatory, technological, social, cultural and demographic changes, and who will be the likely winners and why. During the first round of discussions (sessions 2-5) all participants will take part in examining the different parts of the competitive landscape. During the second round (sessions 6-9), the different teams will present their research findings and perspectives about the strategic opportunities and threats which exist. As part of the second set of sessions, the instructors will bring in domain experts to further augment the discussion.

This course will examine innovation (creating a different offering that customers want to buy), its role in the continued success of organizations, and the role of the non-founder CEO in leading an innovation organization. There will be special emphasis placed on how successful non-founder CEOs manage risk and potential failure in leading their organizations.

This case-based course is offered for students who want to refine their ability to manage challenging professional conversations. The class, which is limited to 32 students, will focus on the preparation for and execution of role-played dialogue as well as on postmortem analysis. Most of the respondent roles will be external to one's company, and some will be front line or mid-level people with limited educational credentials. Broad utilization will be made of background readings plus visiting case protagonists and experts. There will be nine class sessions, each of one hour and forty-five minutes.

At the beginning and usually at the heart of every new business is an idea. Around that core idea talent is assembled, technology is developed, investors are attracted, capital is deployed, business models are evolved, and products and services are created and sold. But what happens if a business'€™ core idea turns out not to be protectable, and can be freely used by competitors, many of whom may have significantly greater resources, pricing power and other competitive advantages? Or conversely, how do you recognize opportunities to enter markets in which incumbent barriers to entry are, from an IP standpoint, weak or illusory? Using hypotheticals premised on reported cases, this course explores the business impact and implications of the rapidly-changing and often confusing law around how to protect what are often the most valuable core assets of a business. In particular, and with the assistance of business executives from impacted companies and institutions, the Supreme Court'€™s recent decisions in Alice Corp. v. CLS Bank International, Association for Molecular Pathology v. Myriad Genetics, and Mayo v. Prometheus will be discussed, and their implications for business models and both offensive and defensive strategy in fields such as software development, e-commerce, personalized medicine and medical diagnostics will be explored.nnIt is the objective of this course to help students to recognize and think critically about how the ability or inability to protect, or the scope of the protection available for, new ideas impacts everything from the funding and viability of a new business to the business model and IP strategy selected to advance it.

This seminar provides students with practical solutions to some of the challenges faced in family business transitions.nnFamily 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.nnThere 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.nnThe 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 that are inherent in any family business.nnAccordingly, 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.

The Global advertising market is forecast to top $600 Billion in 2016, with advances in advertising technology, such as online publishing, digital and mobile advertising platforms, as well as new ways of consuming video content, driving a rapid evolution of the market. We analyze this evolution from the perspective of three main constituents: 1) Marketers who rely on advertising to launch and sustain product sales, 2) Publishers and media owners for whom advertising often represents the largest source of monetization, and 3) Advertising agencies who design, plan and buy media for advertising campaigns. From the marketer’s perspective, we will look at the metrics and methods that are used in optimizing the use of advertising in an increasingly fragmented, complex marketplace.nnnFrom the media side, we will look at different selling and delivery strategies that can help publishers, particularly digital ones, monetize their audience more effectively.

This course explores how digital disruptions are having tectonic shifts on large, successful and established companies, whether they have a digital foundation or not. Both new and existing high technology firms such as Google, Amazon, Uber, Airbnb, Instacart and others are reshaping industries as disparate as life sciences and transportation. The management principles, competitive strategies, partnerships, and core competencies of the 20th century are being challenged in a world of bits and the global network in which all companies are forced to compete. In this course we will explore some of the fundamental technological changes impacting these industries, such as scaling assets without owning them, partnerships with digital leaders and new distribution strategies for goods and services. We will hear from CEOs of both leading Fortune 500 companies and new disruptors about what it takes to survive and thrive in this new digital economy.

In today's competitive marketplace, companies -- from Fortune 500 firms to early stage start-ups -- rely on intellectual property (IP) to keep them one step ahead of the game. The role of IP as a strategic business asset has been punctuated by the recent multi-billion dollar deals and acquisitions involving patent portfolios, as well as the fierce Mobile market patent wars raging in courts around the world. This class will explore the value of corporate IP assets by thinking strategically about how to effectively leverage the knowledge, trade secrets, patents, technologies, trademarks, structures and processes that are critical across industries. We will focus on the elements of a successful IP strategy, and how that strategy is shaped by economic, strategic, legal, regulatory, and market factors. nnThrough a combination of case studies, class discussion and guest speakers, we will cover a variety of issues shaping a successful IP strategy in today's global business environment. Some of the topics we will cover include: nn* Building and managing an IP portfolio that is aligned with business objectives;n* The innovation cycle and technology transfer mechanisms;n* IP portfolio monetization strategies (e.g., licensing, sale, enforcement);n* IP considerations in Mergers & Acquisitions;n* Tax planning related to IP (e.g., cross border transfer pricing, IP holding companies);n* Managing corporate IP litigation risk;n* Patent reform and the role of the U.S. Patent & Trademark Office (USPTO);n* IP rights challenges while doing business in developing countries;n* IP strategies for start-ups & entrepreneurs.nnMs. Efrat Kasznik is an IP valuation and strategy expert with more than twenty years of experience advising companies of all sizes, from startups to Fortune 100s, on extracting value from their IP. She is the founder and President of Foresight Valuation Group, an IP consulting and startup advisory firm providing valuation and strategy services for a range of purposes, including M&A, financial reporting, technology commercialization decisions, tax compliance, transfer pricing, and litigation damages. Ms. Kasznik has been a co-founder, CFO and advisor to several startups and incubators in the US and Europe, including the Stanford Venture Studio at the GSB. She is listed on the IAM 300 list of World Leading IP Strategists, and is a member of the leadership committee of the High Tech Sector, Licensing Executives Society.

This class will provide an overview of the rapidly evolving world of financial technologies. New market entrants are promising to change the way we borrow, save, invest, and transact. Incumbents enjoy substantial market power but are struggling to keep up technologically as they wrestle with antiquated core infrastructure. We will analyze the emerging competitive landscape and the strategic dynamics in play. The class will begin with a short review of digital platform economics in which we will cover basic concepts such as network effects and economies of scale. We will then dive into a series of case studies and industry analyses. Particular attention will be paid to the areas of payments, alternative credit, and virtual currencies.