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1 - 10 of 14 results for: STRAMGT

STRAMGT 319: Building Diverse and Inclusive Organizations

We will discuss effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We'll study approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience - from attracting and hiring candidates to retaining employee and helping them thrive. Finally, we'll look at how to create inclusive cultures, with a specific focus on feedback, belonging, and 'Radical Candor'. Speakers will join us for the class discussions including experts in the field and executives at companies that have successfully incorporated inclusion programs.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 322: Create a New Venture: From Idea to Launch II

This is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from idea to launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students within Stanford who bring expertise of particular relevance to the idea being pursued. This course is designed not only for students with immediate entrepreneurial aspirations, but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, and morph their idea into a viable business concept. In the spring quarter they will further refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present th more »
This is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from idea to launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students within Stanford who bring expertise of particular relevance to the idea being pursued. This course is designed not only for students with immediate entrepreneurial aspirations, but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, and morph their idea into a viable business concept. In the spring quarter they will further refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The new course builds on a predecessor course S356 "Evaluating Entrepreneurial Opportunities" and encapsulates new and important research and findings as they relate to the process of new venture creation. The teaching method is primarily learning by doing (LBD) through a structured process and supported by relevant lectures. Learning is further enhanced through meetings with the instructor, coaching by experienced mentors and review by peers. Field research as well as prototype product development are integral to the course. Since admittance to S321/S322 is by team and the quality of their idea, team formation takes place during the autumn quarter. Informal student mixers and seminars will be held to facilitate team formation and idea generation. Each team of 3-4 students should preferably consist of 1 or more MSx students and graduate students from the MBA program or other Schools - Engineering, Medicine, Law, Science, Education - to bring diversity and depth to the team. The application-selection process is described on the S321/S322 website.
Units: 3 | Grading: GSB Letter Graded
Instructors: Rohan, D. (PI)

STRAMGT 323: Organizational Psychology of Design Thinking

We'd like to introduce you to Samantha Palmer, a recent Stanford graduate who took several classes at the d.school. Each class further confirmed the importance of the design thinking process, methodology, and community. By the end of her Stanford career she truly believed that design thinking had the potential to change her life.nAs graduation approached, Samantha found a position at a large tech company in Silicon Valley and was excited to bring the design thinking methodologies with her. A few weeks into her new job, she asked her team if they wanted to talk to some users before launching into their next big project. She was met with a room of blank stares and apprehensive questions.nHow might we give Samantha the skills she needs to change the mindset of her colleagues, spark design thinking at her company, and get her first design-driven project off the ground? nWhen you take a class at the d.school, you walk away confident in your creative skills and fluent in the design process. more »
We'd like to introduce you to Samantha Palmer, a recent Stanford graduate who took several classes at the d.school. Each class further confirmed the importance of the design thinking process, methodology, and community. By the end of her Stanford career she truly believed that design thinking had the potential to change her life.nAs graduation approached, Samantha found a position at a large tech company in Silicon Valley and was excited to bring the design thinking methodologies with her. A few weeks into her new job, she asked her team if they wanted to talk to some users before launching into their next big project. She was met with a room of blank stares and apprehensive questions.nHow might we give Samantha the skills she needs to change the mindset of her colleagues, spark design thinking at her company, and get her first design-driven project off the ground? nWhen you take a class at the d.school, you walk away confident in your creative skills and fluent in the design process. However, when recent graduates (re)enter the workforce, they quickly become discouraged by the stagnancy of company cultures. They see the need to trigger and sustain change, but don't have the understanding of organizational psychology to do so. Organizational Psychology of Design Thinking asks you to take on Samantha's challenges.nOver the course of the quarter, students will engage in 2 large-scale projects:n- Project 1 (Empathy - Synthesis) - Working with partner companies, students will apply organizational psychology and design frameworks to better understand company culture.n- Project 2 (Ideation - Testing) - Using their work from Project 1, students will prototype and test organizational changes in real company settings.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 328: Social Ventures Practicum

The Social Ventures Practicum is an experiential learning course for student teams actively working to launch a social venture (nonprofit or for-profit or tbd).n nDesigned as a follow-on to ideation courses such as STRAMGT 356: Startup Garage or the Design for Extreme Affordability sequence, this course will focus on the business planning needed to launch your venture.n nIn weekly sessions throughout the quarter, teams will work through topics unique to social ventures (e.g. mission, theory of change, impact measurement) as well as topics common to any venture, e.g. product/service market fit, business/economic model, financial planning, early stage financing, logistics, sales/distribution, and board/talent development. Each team will receive significant one-on-one coaching from the instructors, as well as opportunities to share their work with peers and learn from/present to guest speakers.n nTeams will emerge with a solid business and impact model, ready to raise their first round o more »
The Social Ventures Practicum is an experiential learning course for student teams actively working to launch a social venture (nonprofit or for-profit or tbd).n nDesigned as a follow-on to ideation courses such as STRAMGT 356: Startup Garage or the Design for Extreme Affordability sequence, this course will focus on the business planning needed to launch your venture.n nIn weekly sessions throughout the quarter, teams will work through topics unique to social ventures (e.g. mission, theory of change, impact measurement) as well as topics common to any venture, e.g. product/service market fit, business/economic model, financial planning, early stage financing, logistics, sales/distribution, and board/talent development. Each team will receive significant one-on-one coaching from the instructors, as well as opportunities to share their work with peers and learn from/present to guest speakers.n nTeams will emerge with a solid business and impact model, ready to raise their first round of seed funding. This course will prepare students for the Stanford Social Innovation Fellowship, Echoing Green, and other similar post-graduate funding opportunities.n nThe course will assume a level of familiarity with key social impact frameworks, so students are encouraged to take another social innovation course or to have prior experience working with mission and theory of change.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 351: Building and Managing Professional Sales Organizations

The focus of this class is on the challenges and key issues associated with the creation and management of a professional sales organization. Our emphasis is developing and managing the selling effort of business-to-business and business-to-consumer capital goods and services. There will be relatively little emphasis on sales technique (i.e., students should not expect a course on "How to be a Better Salesperson"). The course is organized to follow the development of the sales function from strategic inception through to execution and implementation: choosing a go-to-market model (e.g., direct sales, no/low touch, VARs, OEMs, hybrid models); building and structuring the sales organization (e.g., sales learning curve, organizational structure, allocating territories and quotas); and managing the sales force (e.g., hiring/firing, compensation, forecasting, culture). We will address these topics in the context of both early stage ventures and later stage enterprises.
Units: 4 | Grading: GSB Letter Graded

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, Bowman - High tech ventures; Ellis, Saloner - Diverse types of ventures; Foster, Brady - Diverse types of ventures; Reiss, Chess - Very early stage ventures.
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 45 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: 3 | Grading: GSB Letter Graded

STRAMGT 359: Aligning Start-ups with their Market

Most everyone associated with technology start-ups would agree that the most important initial characteristic of a successful endeavor is a compelling vision. The journey from vision to escape velocity is highly dependent on management's ability to translate that vision into a product or service that closely and economically addresses a customer's significant point of pain. Without a tight product market fit, the start-up's offering will not be able to break through the market's gravitational forces which strongly favor existing solutions, resulting in likely failure. With tight product/market fit, it is far more likely the company will achieve repeatable and growing sales success. Conventional wisdom dictates that a start-up launching a new product should focus its energy understanding what the market wants (problem) and then translating that knowledge into an optimal set of product features (solution). This is the ideal strategy if one is attacking a market that already exists. However if the start-up pursues an entirely new market or re-segments an existing market, customers are unlikely to be able to articulate the benefits and features they will need. The approaches required to pursue new or re-segmented markets are radically different from those applied to existing markets. As a result it is not relentless execution and exploitation of a well understood market that will lead to success, but discovery of a new market or segment that is in need of the product as envisioned. If done well, this process of finding the optimal product/market fit has a disproportionate impact on success. Our course explores the many issues associated with optimizing product/market fit. A take-home midterm, a group paper, and an in-class exercise comprise 50% of a student's grade with class participation representing the remainder. STRAMGT 353 is recommended prior to taking this course.
Units: 4 | Grading: GSB Letter Graded

STRAMGT 368: Strategic Management of Nonprofit Organizations and Social Ventures

This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of nonprofit organizations and their executive and board leaders, in the era of venture philanthropy and social entrepreneurship. The students will also be introduced to core managerial issues uniquely defined by this sector such as development/fundraising, investment management, performance management and nonprofit finance. The course also provides an overview of the sector, including its history and economics. Cases involve a range of nonprofits, from smaller, social entrepreneurial to larger, more traditional organizations, including education, social service, environment, health care, religion, NGO's and performing arts. In exploring these issues, this course reinforces the frameworks and concepts of strategic management introduced in the core first year courses. In addition to case discussions, the course employs role plays, study group exercises and many outsider speakers.
Units: 3 | Grading: GSB Letter Graded
Instructors: Meehan, B. (PI)

STRAMGT 510: Conversations in Management

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.
Units: 2 | Grading: GSB Letter Graded
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