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1 - 10 of 14 results for: STRAMGT

STRAMGT 110Q: Making Sense of Strategy

Get the strategy right, and the chance for success is great. Nowhere is this more evident than in today's world of major challenges. Strategy is at the heart of problem solving and achieving objectives, yet few people can define strategy, much less understand how to conceptualize, design, and execute effective strategies that yield the best outcomes.This course will meet once a week to focus on interesting and engaging case studies, each of which illustrates a key ingredient of strategy. Some are well-known historical events, while others are less obvious, but all have a strategic lesson to share. They are quite diverse, from the planning of a high-risk rescue in the Colorado Rockies, to a product crisis in a Fortune 50 company, to a little-known failed military mission of WWII, to a commercial airline disaster. The ability to think through challenging and varied scenarios is both instructive and mind-stretching. There will be some pre-reading on each case study and there may be a field trip for students to put their lessons into practice. The course is designed to be highly interactive; all to enable students to unravel the mystery and power of strategic thinking. Students will also have the opportunity to select and analyze a case reflecting interests of their own. This course can help students not only prepare for a career in a range of fields, but also as they meet the challenges of their current coursework. Problem-solving skills are central in every walk of life; this seminar can help students build a stronger foundation for sound decision-making.
Units: 3 | Grading: Letter (ABCD/NP)
Instructors: Demarest, D. (PI)

STRAMGT 306: Food, Health & Nutrition Entrepreneurship

Americans spend nearly 7% of their income on food items and another 5% on food services annually (US Census). Food spend is at the intersection of two of the most important industries in the US: health care and agriculture. Food production today supports the food consumption causing our extraordinary burden of disease; 75 cents of every dollar of the $4.8 billion spent annually on health care is for diet-related disease. The health care system accounts for over 17% of U.S. gross domestic product (GDP). Agriculture and agriculture-related industries contributed 4.8% to the U.S. gross domestic product (GDP) in 2012. This course focuses on the shifting landscapes across these industries and subsequent market opportunities in food, health, and nutrition. The course is designed for students with a broad interest in the food or health systems and/or who are interested in careers in related fields. We will examine the food system from three points of view: the consumer, nutritional science, and policy. The class will focus on solving for consumer needs from the perspective of a health-promoting entrepreneur. The class will involve lecture, discussion, and prominent guest speakers who are entrepreneurs themselves or industry leaders.
Units: 3 | Grading: GSB Letter Graded
Instructors: Epstein, M. (PI)

STRAMGT 319: Equity By Design: Building Diverse and Inclusive Organizations

This course equips you to create and build equitable organizations. We will discuss the power of inclusion as it relates to the employee and customer experience. We will study effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We'll look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience - from engaging and hiring candidates to retaining employees and helping them thrive. Finally, we'll dive into how to create inclusive cultures and a sense of belonging. Experts in diversity and inclusion, and executives at companies that have successfully incorporated inclusion programs, will join us for the class discussions.
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). SVP is often a useful follow-on for social venture start-up teams after product/service ideation courses such as STRAMGT 356: Startup Garage, the Design for Extreme Affordability sequence, or other startup/design thinking. In all cases, this course will focus on the additional elements of business planning needed to launch your venture successfully. Students who are beginning with a less-developed product/service idea for a social venture but are interested in taking this course are encouraged to reach out to the instructors, who will try to match them with existing teams. Other students who wish to take SVP to learn about social ventures but do not have a product/service idea similarly should reach out to instructors to see if they can be matched.In 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.
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 502: Systems Leadership for the Digital Industrial Transformation

This course explores the details of how leaders at the world's biggest companies are driving frame-breaking transformational change inside of organizations that have grown up with an industrial foundation, or who are moving into the industrial sector as a new entrant. The course will delve into the need for systems thinking at multiple levels of products, organizations, cultures and individuals. We will draw upon both academic theories of transformational organizational change and also the real-world implementation challenges that confront leaders who are moving simultaneously with both unprecedented scale and speed. The sessions will examine a variety of firms and industries being affected by the blend of digital and physical in order to lay out the unique operational and organizational challenges in a global context. How specifically should operating rhythms be changed and adjusted during this radical transformation? How does management both train a workforce with new skillsets and also hire new employees with different talents? What are the unique internal challenges for industrial firms as they add digital products and services? What are the likely forces of resistance to these changes, and how should leaders effectively move companies whose histories have spanned over 100+ years? How should management ensure that existing revenue streams do not atrophy prematurely and how should these challenges be communicated to public markets?In addition, from the perspective of new entrants, we will study how companies can quickly grow and scale when leadership has the benefit of being unencumbered by legacy systems, but also face unexpected challenges when they do not have the deep industry and domain knowledge or institutional culture that can provide insights into the demands of customers, channels and governments.
Units: 2 | Grading: GSB Letter Graded

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 is 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 storytelling, effective brainstorming, understanding and using status, creative collaboration, and risk taking.
Units: 2 | Grading: GSB Pass/Fail
Instructors: Wheeler, S. (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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