printer friendly pageMS&E 282: Transformational Leadership
The personal, team-based and organizational skills needed to become a transformative leader. Case method discussions and lectures. Themes include: personal transformation; the inside-out effect, group transformation; cross-functional teams; re-engineering; rapid - non-profit and for profit - organizational transformation; and social transformation. Course includes a group project that is defined and approved during the first two weeks of class. Limited enrollment. Graduate students only. Admission by application. Prerequisite: 180
or 280.
Terms: Spr
| Units: 3
Instructors:
Tabrizi, B. (PI)
MS&E 450: Lessons in Decision Making
Entrepreneurs, senior management consultants, and executives from Fortune 500 companies share real-world stories and insights from their experience in decision making.
Terms: Spr
| Units: 1
| Repeatable
for credit
Instructors:
Shachter, R. (PI)
MS&E 452: Decision Analysis Projects: Helping Real Leaders Make Real Decisions
A virtual consulting firm directed by professional decision analysts who offer advice and guidance as student teams help local organizations make a current business strategy or public policy decision. Projects for businesses, governments, or other institutions typically include start-up venture funding, R&D portfolio planning, new product or market entry, acquisition or partnering, cost reduction, program design, or regulatory policy decisions. Emphasis is on developing clarity of action and delivering insights to clients. Satisfies MS&E project course requirement. Prerequiste: 252. Recommended: 352.
Terms: Spr
| Units: 3
Instructors:
Robinson, B. (PI)
MS&E 472: Entrepreneurial Thought Leaders' Seminar
Entrepreneurial leaders share lessons from real-world experiences across entrepreneurial settings. ETL speakers include entrepreneurs, leaders from global technology companies, venture capitalists, and best-selling authors. Half-hour talks followed by half hour of class interaction. Required web discussion. May be repeated for credit.
Terms: Aut, Win, Spr
| Units: 1
| Repeatable
for credit
MS&E 476: Entrepreneurship Through the Lens of Venture Capital: Venture Capital From Past to Present
Explores changes in the venture capital industry: rise of SiliconnValley and Sand Hill Road, investing in the dot-com bubble, incubatorsnand accelerators, equity crowd funding platform, and different modelsnof venture capital. Explores how companies are funded, grown, andnscale by meeting with individuals who have been at the forefront ofnthis change. See
www.lensofvc.com.
Terms: Spr
| Units: 2
Instructors:
Fu, E. (PI)
;
Weyant, J. (PI)
MS&E 489: d.Leadership: Design Leadership in Context (ME 368)
d.Leadership is a course that teaches the coaching and leadership skills needed to drive good design process in groups. d.leaders will work on real projects driving design projects within organizations and gain real world skills as they experiment with their leadership style. Take this course if you are inspired by past design classes and want skills to lead design projects beyond Stanford. Preference given to students who have taken other Design Group or d.school classes. Admission by application. See
dschool.stanford.edu/classes for more information
Terms: Win
| Units: 1-3
PHIL 275A: Ethics and Politics of Public Service (CSRE 178, ETHICSOC 133, HUMBIO 178, PHIL 175A, POLISCI 133, PUBLPOL 103D, URBANST 122)
Ethical and political questions in public service work, including volunteering, service learning, humanitarian assistance, and public service professions such as medicine and teaching. Motives and outcomes in service work. Connections between service work and justice. Is mandatory service an oxymoron? History of public service in the U.S. Issues in crosscultural service work. Integration with the Haas Center for Public Service to connect service activities and public service aspirations with academic experiences at Stanford.
Terms: Spr
| Units: 5
Instructors:
Schnaubelt, T. (PI)
;
Terra, L. (PI)
SOMGEN 239: Preparation and Practice: Biotechnology Business and Finance
Combines guest lectures with case study and hands-on projects to examine the necessary skills and and practical steps to create a business from biotechnology invention. Students interface with current CEOs, expert practitioners, and investment professionals to gain practical insight ito the mechanics and practices of the biotechnology industry and the variety of roles and responsibilities available to them.
Terms: Win
| Units: 2
| Repeatable
5 times
(up to 10 units total)
Instructors:
Eberle, S. (PI)
SOMGEN 275: Leading Value Improvement in Health Care Delivery
Successful leaders on the journey to better care delivery methods with lower total spending inevitably face pivotal crises. What confluence of attitude, strategy, and events allows them to prevail? Contexts will include entrepreneurship and early stage investing, spread of higher value care delivery innovations, health care delivery system management, and private and public policy making to reward value. Guest faculty will include nationally recognized leaders and change agents, who will invite students to recommend alternative approaches to managing pivotal challenges. The course is open to any member of the Stanford community aspiring to lead higher value in health care delivery including graduate students, undergraduates, and postdoctoral candidates, as well as medical center residents and clinical fellows. May be repeated for credit
Terms: Aut
| Units: 1-2
| Repeatable
4 times
(up to 8 units total)
SOMGEN 282: The Startup Garage: Design (CHEMENG 482)
(Same as
STRAMGT 356) The Startup Garage is an experiential lab course that focuses on the design, testing and launch of a new venture. Multidisciplinary student teams work through an iterative process of understanding user needs, creating a point of view statement, ideating and prototyping new product and services and their business models, and communicating the user need, product, service and business models to end-users, partners, and investors. In the autumn quarter, teams will: identify and validate a compelling user need and develop very preliminary prototypes for a new product or service and business models. Students form teams, conduct field work and iterate on the combination of business model -- product -- market. Teams will present their first prototypes (business model - product - market) at the end of the quarter to a panel of entrepreneurs, venture capitalists, angel investors and faculty.
Terms: Aut
| Units: 4
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