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1 - 10 of 15 results for: STRAMGT ; Currently searching spring courses. You can expand your search to include all quarters

STRAMGT 309: Strategies of Effective Product Management

This is a course about exploring the methods and processes for product management, largely in technology companies, and a look at what can lead to the most effective ways to coordinate customer needs, ensure accurate product development, and how to develop and use the appropriate tools needed to successfully sell products and services to customers from the perspective of the Product Manager. The course covers ways to think about product management depending on the type of product being delivered (new product introduction vs. reinvigorating an existing product) and also the skills and tools used by product managers for effective product management.This course is an extended version of STRAMGT 509.
Terms: Spr | Units: 3

STRAMGT 329: The Grand Bazaar on Clouds: Strategy for Marketplaces

From Amazon and Apple Store to Airbnb and Uber, our day-to-day life is surrounded by marketplaces. In this class, we will analyze the economics and strategy of marketplaces. We will consider the forces that have led to the proliferation of these marketplaces, as well as the strategic choices that determine which ones succeed. We will also study the strategy of managing these marketplaces: how should matching work, how marketplace design can solve problems of congestion or market thinness, how to discover prices through auctions, and how to get feedback and design a well-functioning rating system. We will also talk about trust and safety as a key pillar of successful marketplaces. We will also learn how to design non-monetary markets that solve big social problems, such as kidney exchange, food banks, public housing, and school choice. Finally, we will discuss the regulatory challenges of these marketplaces, especially with regard to labor income and platform's monopoly power. Applicati more »
From Amazon and Apple Store to Airbnb and Uber, our day-to-day life is surrounded by marketplaces. In this class, we will analyze the economics and strategy of marketplaces. We will consider the forces that have led to the proliferation of these marketplaces, as well as the strategic choices that determine which ones succeed. We will also study the strategy of managing these marketplaces: how should matching work, how marketplace design can solve problems of congestion or market thinness, how to discover prices through auctions, and how to get feedback and design a well-functioning rating system. We will also talk about trust and safety as a key pillar of successful marketplaces. We will also learn how to design non-monetary markets that solve big social problems, such as kidney exchange, food banks, public housing, and school choice. Finally, we will discuss the regulatory challenges of these marketplaces, especially with regard to labor income and platform's monopoly power. Applications include online stores; ride-sharing and transportation; advertising and sponsored search; room-sharing and vacation rentals; creator/passion economy; B2B marketplaces; dating; and labor markets. The class will be in lecture format and will feature several guest speakers, from founders, to investors, to Nobel laureates of market design.
Terms: Spr | Units: 3

STRAMGT 345: Impact: 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? Innovators 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? The class is taught be Steve Davis, Senior Advisor at McKinsey & Company, Senior Advisor at the Bill & Melinda Gates Foundation, and former CEO of PATH, IDRI, and Corbis. We take an interdisciplinary approach to look 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? Innovators 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? The class is taught be Steve Davis, Senior Advisor at McKinsey & Company, Senior Advisor at the Bill & Melinda Gates Foundation, and former CEO of PATH, IDRI, and Corbis. We 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.
Terms: Spr | Units: 3
Instructors: Davis, S. (PI)

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.
Terms: Spr | Units: 4

STRAMGT 353: Entrepreneurship: Formation of New Ventures

This course is offered for students who seek to understand the dynamics of new ventures from the point of view of the entrepreneur/manager rather than the passive investor. At some stage this understanding will enhance your decision making about whether to pursue a career in playing a key role in creating or building a new venture. It will also enhance your understanding if you will be negotiating with executives at new ventures. 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.
Terms: Aut, Win, Spr | Units: 4

STRAMGT 355: Managing Growing Enterprises

This course is offered for students who aspire to lead growing businesses. The seminar, which is limited to 40-45 students, has a strong implementation focus, and deals in some depth with certain selected, entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing.
Terms: Aut, Win, Spr | Units: 4

STRAMGT 502: Systems Leadership

Leaders of today live in an increasingly uncertain world, and the challenges brought upon by changes in technology, shifting societal norms, great power conflict, and the global pandemic are drastic. At some level, all leadership right now is crisis leadership - getting one's team and organization through unprecedented times. Sometimes the ability to lead through these changes is due to talent; other times, luck plays the more important role. COVID added another layer of disconnect to the world of disruption. Every person and company had to change; not always for the better. And, broadly, competency slipped (see https://www.linkedin.com/pulse/first-competent-jeff-immelt/ for more on this issue). Leaders need to 'recharge' themselves and their organizations. This course explores how leaders at the world's leading companies are driving frame-breaking transformational change inside of organizations that have grown up with a physical foundation, or who have a digital foundation and are mo more »
Leaders of today live in an increasingly uncertain world, and the challenges brought upon by changes in technology, shifting societal norms, great power conflict, and the global pandemic are drastic. At some level, all leadership right now is crisis leadership - getting one's team and organization through unprecedented times. Sometimes the ability to lead through these changes is due to talent; other times, luck plays the more important role. COVID added another layer of disconnect to the world of disruption. Every person and company had to change; not always for the better. And, broadly, competency slipped (see https://www.linkedin.com/pulse/first-competent-jeff-immelt/ for more on this issue). Leaders need to 'recharge' themselves and their organizations. This course explores how leaders at the world's leading companies are driving frame-breaking transformational change inside of organizations that have grown up with a physical foundation, or who have a digital foundation and are moving into the physical domain as a new entrant. In addition, in the emerging post-pandemic world, the issues facing leaders across multiple industries require insights on how to drive technological, cultural and ecosystem changes under unprecedented duress. The macro trends that are currently dominating the business world include the need for leaders to understand the best attributes of companies that have both digital and physical roots, as well as how to balance these macro issues in times of great uncertainty. Leaders need to make choices on where to deploy resources, those parts of the technical stack where they will seek to own technology (and where they will partner), and how they can influence, organize and shape their ecosystems. The changes brought about by these dynamics require the development of new types of leaders. Historically, professional managers have sought calm waters to run their businesses. Consultants and analysts have looked to break up companies to 'unlock value.' But Systems Leaders seek to maximize and thrive in the chaos of the time
Terms: Spr | Units: 2

STRAMGT 503: Spontaneous Management

In this class, you will learn techniques for improving your spontaneity, creativity, presence, and collaboration skills, all of which contribute to your becoming a more effective and inspirational leader. This class combines research on social psychology and techniques from improvisational theater to help you develop your leadership skills. The interactive exercises are based on the techniques that improv actors use on stage when they make up scenes, songs, or even entire plays on the spot. Improv teaches you to do many things at once: be completely present, think on your feet, quickly get in sync with others, read the room, and be agile at using what the situation presents you. As a leader in business, you will benefit from this same skill set. Whether you are presenting to your board, brainstorming & designing with colleagues, or mentoring new talent - learning some building blocks of improv will give you valuable new tools for interacting effectively with others. The course will cover topics such as spontaneity, risk taking, authenticity, nonverbal behavior, storytelling, effective brainstorming, understanding and using status, and creative collaboration.
Terms: Aut, Spr | Units: 2

STRAMGT 507: From Invention to Innovation: The Process of Translation

The class intends to address specific challenges: 1) The challenges facing businesses are strongly rate-limited by the translation problems of new ideas, and inventions often do not make it into the market place or are disrupted at multiple levels in ways that are generally unpredictable; 2) The challenge of understanding how disruptive innovations take place in the context of the larger frame of translation. The concept of translation can be cast as the following equation, which will be discussed in the class: Innovation = (Inventiona+ C) × Translationb (Where a, b, and C are greater than zero) In light of these challenges, this class will address the following strategic questions and use it to propose a framework for innovation that will increase the probability of successful translation. The class will attempt to address the following questions and extract the principles for enabling translation. 1. What is Translation and why is it necessary? (Examples of Translation from the instructors and visiting lecturers) 2. What does it take for Translation that connects concepts to reality to succeed? 3. What factors prevent Translation from succeeding? 4. What general theoretical framework can we construct to encompass the various types of disruptive innovation?
Terms: Spr | Units: 2

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 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 and an occasional visiting expert.
Terms: Aut, Win, Spr | Units: 2
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