printer friendly pageSTRAMGT 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.
Terms: Aut
| Units: 6
STRAMGT 257: Sloan: Strategic Leadership
This 9-session course focuses on situations where senior executives must execute strategic action fast because of rapidly changing environmental conditions. The focus of the course is on the approaches successful leaders use to recognize the need for strategic change early, determine which particular approach is likely to be successful, and then implement the change to its conclusion. Leaders in these situations often confront the problem that many people in the organization do not yet recognize the need for change and resist making the personal adjustments required. The course provides these leaders with tools to initiate and execute the changes required to address key strategic challenges: how to capitalize better on the position an organization occupies in its environment, how to reposition the organization relative to its competitors and how to develop and implement a plan to accomplish the required changes successfully.nnnGSB professor Robert A. Burgelman, an active field researcher of strategic change in complex organizations, and Dr. Robert Pearl, CEO of The Permanente Medical Group, Kaiser Permanente, who has taken one of the largest healthcare delivery organizations in the world through a major strategic change journey, jointly teach this course.
Terms: Aut
| Units: 2
Instructors:
Burgelman, R. (PI)
;
Pearl, R. (SI)
STRAMGT 341: Achieving Social Impact
Social Enterprise explores a range of leading issues focused on the challenges and opportunity for impact through social entrepreneurship. Students explore a range of organizations from nonprofits, to for-profits, to hybrid forms of organization, and examine issues from a variety of different perspectives, including those of entrepreneur, CEO, funder, and board member. nnnDesigned to appeal to students who seek to take on leadership roles in social value creation throughout their careers, whether as leaders in the private, nonprofit, or government sectors, or some combination thereof. nnnSocial Enterprise focuses on innovative approaches for creating social value through a variety of social enterprises. Cases explore the unique challenges of creating and leading social enterprises, particularly those that depart from traditional approaches to social value creation. The course modules encompass the following topics: Undertaking the Social Entrepreneurship Process; Mobilizing Economic and Human Resources; Achieving Social Objectives with Commercial Vehicles; Crafting Alliances; Managing Growth; Measuring and Managing Performance; Governing for Excellence. The course utilizes case studies and readings. There will also be frequent direct interaction with dynamic social entrepreneurs who will discuss challenges that they currently face in their organizations and who will share with students their experiential wisdom. For the course paper, students will carry out field-based research in teams, analyzing a significant strategic or operational issue of a social enterprise of their choosing. This field-based applied learning component in lieu of an exam has proven to be a particular enriching for students with high impact on the organizations.
Terms: Spr
| Units: 4
Instructors:
Wei, J. (PI)
STRAMGT 350: Global Value Chain Strategies
This course addresses how the increasingly large number of firms that use or provide outsourcing and "offshoring" can create a sustainable competitive advantage. Students who complete the course will have a framework and a set of concepts that can be used to position a firm for strategic advantage in these supply networks. Positioning in and strategic analysis of product markets is covered in a variety of courses and books. A distinguishing feature of this course is that it addresses positioning and strategic analysis for firms operating as part of a network of providers, sellers and buyers... the factor markets. The course takes a general management perspective and provides examples through cases and discussions with visitors. The major theme of the course is that these firms must carefully consider how they position themselves in both the product and factor markets.
Terms: Win
| Units: 4
Instructors:
Lee, H. (PI)
;
Marks, M. (SI)
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 in the business-to-business capital goods sector. 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 the early stages of venture formation through growth to an enterprise-class company. We examine issues related to building and managing the sales effort at start up, hiring and training sales personnel, compensation and incentive plans, sales forecasting, addressing multiple product lines, multiple channels and multiple geographic regions, developing strategic alliances, merging sales forces, and managing large channel structures and sales structures in large enterprises.
Terms: Aut
| Units: 4
Instructors:
Lattin, J. (PI)
;
Leslie, M. (SI)
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.
Terms: Win, Spr
| Units: 4
Instructors:
Holloway, C. (PI)
;
Leslie, M. (PI)
;
Reiss, P. (PI)
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Instructors:
Holloway, C. (PI)
;
Leslie, M. (PI)
;
Reiss, P. (PI)
;
Saloner, G. (PI)
;
Chess, R. (SI)
;
Ellis, J. (SI)
;
Morgridge, J. (SI)
;
Rachleff, A. (SI)
STRAMGT 354: Entrepreneurship and Venture Capital
Many of America's most successful entrepreneurial companies have been substantially influenced by professionally managed venture capital. This relationship is examined from both the entrepreneur's and the venture capitalist's perspective. From the point of view of the entrepreneur, the course considers how significant business opportunities are identified, planned, and built into real companies; how resources are matched with opportunity; and how, within this framework, entrepreneurs seek capital and other assistance from venture capitalists or other sources. From the point of view of the venture capitalist, the course considers how potential entrepreneurial investments are evaluated, valued, structured, and enhanced; how different venture capital strategies are deployed; and how venture capitalists raise and manage their own funds and add value to their companies.
Terms: Win
| Units: 4
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.
Terms: Aut, Spr
| Units: 4
STRAMGT 356: Evaluating Entrepreneurial Opportunities
This course is a two quarter course that is organized around projects undertaken by teams of 4 to 6 students. It carries 3 units of credit each quarter and is spread over both Winter and Spring quarters to give students time to identify a business opportunity and investigate it in depth. The class meets multiple times each quarter, including some sessions on Wednesdays as described in the S356 Calendar 2008-09 (on the CES website). The meetings consist of lectures, instructor meetings, section seminars, panels, and outside speakers. The time slots in the Winter Quarter are Mondays from 3:15-6:15 or Tuesdays from 3:15-6:15. The project involves the evaluation of a business opportunity from an initial idea or concept to a final written business plan. The teams will meet with instructors regularly, as well as with a mentor who will help guide the projects. Although not a requirement, teams are encouraged to identify non-sponsoring faculty or professional experts who are willing to provide guidance. nnnDeliverables and grading are described in detail in the S356 course Overview on the CES website.
Terms: Win
| Units: 3
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.nnnConventional 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 intention is to create a course that explores the many issues associated with optimizing product/market fit. nnnTwo group papers comprise 50% of a student's grade with class participation representing the remainder.
Terms: Aut
| Units: 4
Instructors:
Rachleff, A. (PI)
;
Barnett, W. (SI)
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