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431 - 440 of 446 results for: CSI::certificate ; Currently searching offered courses. You can also include unoffered courses

STRAMGT 539: Leadership in the Arts and Creative Industries

Leaders of arts and creative organizations face unique challenges. Taking the perspective of the CEO, Chairman of the Board and Artistic/Creative Director, and drawing on various cases and in-class exercises, students will learn about advancing artistic excellence and creative innovation while expanding audiences and achieving financial goals. We will survey a variety of settings from non-profit museums and performing arts organizations to start-ups and large players in the music, theater and film industries. Among the topics explored will be governance and management; reaching multiple audiences; managing fiscal and creative tradeoffs; maintaining relevance in the age of online consumption; standing out in real and virtual spaces; and achieving growth amidst rising costs and diminishing revenues.
Units: 2 | Grading: GSB Letter Graded

STRAMGT 545: Taking Social Innovation to Scale

How do you get the best new social innovations to reach the hundreds of millions of people who need it the most? And how do ensure that they are developed, deployed and scaled in a way that is relevant, appropriate and sustainable?n nInnovators tackling the world¿s most difficult problems often ignore, misunderstand, and under-invest in the critical business challenges involved in crossing ¿the middle of the value chain.¿ This is innovation¿s valley of death: product and system adaption and evaluation; evidence generation and design validation; business and partnership planning; formal or informal regulatory approval and registration. How do you design, introduce, and optimize the intervention¿s uptake before it can be taken to scale by markets, governments or other systems? n nThe class is taught by Steve Davis, President & CEO of PATH ( www.path.org), a leader in global health innovation, and former Global Director of Social Innovation at McKinsey & Company.n nWe take an interdiscipl more »
How do you get the best new social innovations to reach the hundreds of millions of people who need it the most? And how do ensure that they are developed, deployed and scaled in a way that is relevant, appropriate and sustainable?n nInnovators tackling the world¿s most difficult problems often ignore, misunderstand, and under-invest in the critical business challenges involved in crossing ¿the middle of the value chain.¿ This is innovation¿s valley of death: product and system adaption and evaluation; evidence generation and design validation; business and partnership planning; formal or informal regulatory approval and registration. How do you design, introduce, and optimize the intervention¿s uptake before it can be taken to scale by markets, governments or other systems? n nThe class is taught by Steve Davis, President & CEO of PATH ( www.path.org), a leader in global health innovation, and former Global Director of Social Innovation at McKinsey & Company.n nWe take an interdisciplinary approach to look at the factors that pull innovation forward, push it from behind, and (often to the world¿s detriment) block its successful implementation and scaling. First grounding the discussion in research on innovation and social change, we then apply business principles, real-world experiences and several important case studies in global health to examine the way good ideas get stuck, and how good ideas can turn into innovation that matters. We focus on root causes for failure, success factors, and business practices and tools to enable millions of lives to be impacted by social innovation. The seminar combines lectures, case studies, visiting practitioners and team projects focused on the business case for scaling specific social innovations. The goal is to help the next generation of social innovation leaders think more about some of the mistakes of the past, 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 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)

SURG 230: Obesity in America

Prevalence and effects of the obesity epidemic in America and the growing prevalence of associated comorbidities such as diabetes, hypertension, hyperlipidemia, sleep apnea, and joint problems. Risk factors, multi-disciplinary treatment options, the role of food in society, patients' perspectives, and current research in the field.
Terms: not given this year | Units: 1 | Grading: Medical Satisfactory/No Credit

URBANST 104: Civic Dreams, Human Spaces: Designing Cities for People

Cities and real estate generate lively public discussions, passionate community meetings, and political shouting matches. But how does a project actually get proposed and built? We explore the key actors and influencers in the urban built environment, ranging from urban planners to real estate developers to community advocates. This intensive d.school experience aims to deepen our insights about stakeholders, so that we gain a more empathetic understanding of how a city is built, and identify potential opportunities for improving the process of urban intervention and regeneration to be more responsive to citizens and responsible to society. Enrollment by application only. Find more info and apply at dschool.stanford.edu. (Cardinal Course certified by the Haas Center). Course meets at the d.school in Studio 2.
Terms: Spr | Units: 3 | Grading: Letter (ABCD/NP)

URBANST 110: Introduction to Urban Studies

Designed for freshmen and sophomores. Introduction to the study of cities and urban civilization focusing on the utopias that have been produced over time to guide and inspire city-dwellers to improve and perfect their urban environments. History of urbanization and the urban planning theories inspired by Ebenezer Howard, Le Corbusier, Frank Lloyd Wright, the New Urbanists and Smart Growth advocates that address current issues such as urban community dynamics, suburbanization, sustainability, and globalization. Public policy approaches designed to address these issues and utopian visions of what cities could be, or should be, in the future. Topic of the final paper chosen by the student, with consent of instructor, and may be a historical research paper, a policy-advocacy paper, or a proposal for an urban utopia that addresses the challenges and possibilities of urban life today.
Terms: Win, Spr | Units: 4 | UG Reqs: GER:DB-SocSci, GER:EC-AmerCul, WAY-SI | Grading: Letter (ABCD/NP)

URBANST 112: The Urban Underclass (CSRE 149A, SOC 149, SOC 249)

(Graduate students register for 249.) Recent research and theory on the urban underclass, including evidence on the concentration of African Americans in urban ghettos, and the debate surrounding the causes of poverty in urban settings. Ethnic/racial conflict, residential segregation, and changes in the family structure of the urban poor.
Terms: Win | Units: 4 | UG Reqs: GER:DB-SocSci, GER:EC-AmerCul, WAY-ED, WAY-SI | Grading: Letter or Credit/No Credit
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