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41 - 50 of 84 results for: GSBGEN

GSBGEN 543: The Power of Stories in Business

Successful innovation creates a new normal, a new way of being for individuals or businesses. Successful innovation disrupts industries; it drives success. We all want to innovate, but how do we do it? To innovate, you not only need a big idea, you also need people to create it and people to buy into it. Story fuels innovation. Stories have long held the power to transform the listener; to take listeners on a journey that changes how they think, feel or act. In business, stories can drive innovation and impact by painting a clear picture of what is and what could be for everyone from employees, to customers, to investors and the media. In this nine hour, interactive course we explore story in business; what does it mean to tell stories in business? What makes an effective story in business? And when can you use stories in business? We will focus on innovation, but also explore other applications of story.nBy the end of this short 5 week class, you will have gained:n·Understanding of the role story plays in business.n·Awareness of what makes for a good (and bad) story, and how to use stories for strategic advantage to further business objectives.n·Practice crafting stories, for internal and external stakeholders that spur innovation.
Terms: Spr | Units: 2
Instructors: Aaker, J. (PI)

GSBGEN 544: The Role of the Modern General Counsel

The news is filled with reports of one corporate crisis after another - names like BP, Goldman Sachs, Bank of America, AIG, Siemens, Toyota, and issues like backdating, bribery, antitrust violations, insider trading, procurement fraud, health and safety violations, consumer class actions and the like. And often the cry is heard - where are the lawyers?nnnThis course explores the evolution of the role of the general counsel of major American public companies and, more broadly, the expanding role of in-house counsel. These are the lawyers in the trenches, on the front lines of American businesses. Each week, we'll review another dimension of the general counsel's job. We'll consider how general counsel today play an important role on the executive team of major companies and explore the different ways in which general counsels manage large corporate legal departments and direct functional legal areas like litigation, IP, corporate and securities, M&A, environmental and employment law. We will also examine the professional responsibilities and legal obligations of the general counsel -- including the delicate and sometimes conflicting reporting relationships to the CEO and the board of directors -- and consider how an in-house legal department fits into a corporation's organizational structure and how it supports the company's operating units on a day-to-day basis. We will explore the general counsel's role in internal investigations, regulatory investigations and compliance programs, and governmental affairs. We will also consider current practices in how in-house lawyers select, collaborate with and evaluate outside counsel.nnnThe class will meet weekly and we will invite current and former general counsels to join us occasionally for our discussions. Each student will be expected to participate actively in class discussions, and will be required to complete two projects, each in collaboration with three other students and submitted as a team, presenting how the team would address a complex set of legal and business issues. The course grade will be based 1/3 on class participation and 1/3 on each of the two team projects.nn
Last offered: Winter 2013

GSBGEN 550: Issues in Leadership

This seminar will explore the nature and role of leadership in organizations. We will examine such questions as (1) What is leadership? (2) Why is it important? (3) What is it that leaders actually do? (4) How do they do it? (5) How are leaders developed? (6) Why do leaders succeed or fail? (7) What about your potential for leadership and your strategy for developing it? nOur primary objective in this seminar is to achieve a deeper understanding of the nature and role of leadership in organizations. Our approach will be to examine a small sample of the literature, together with the amazing story of Ernest Shackleton and his Endurance crew, and then to probe several key questions through lively class discussion. The discussion, informed by the readings and also by our collective experiences, will seek to develop some general principles and observations about leadership - particularly about how you might better develop yourself as a leader.
Terms: Win, Spr | Units: 2
Instructors: Joss, R. (PI)

GSBGEN 551: Innovation and Management in Health Care

The health care system accounts for over 18% of US GDP and is one of the fastest growing segments of the economy. This two unit class focuses on the interplay and tension between the main players in the health care field - providers of health care services (individual doctors, group practices, integrated health care systems), payors (insurances companies, employers, consumers, and government), patients, and innovator companies (biopharma, medical device, diagnostics, and health care IT). The course is designed for students with a broad diversity of backgrounds and interests who want to better understand the health care business and system. No prior experience in the health care or medical field is assumed or needed. The focus of the class will be primarily on the US health care system, but there will be limited discussion of non-US systems as well. nnnThe course is divided into five modules: nn1. An overview of the US Health Care System and the interplay between payers, providers, and innovatorsnn2. Provider organization models and incentive structuresnn - The relationship between quality, cost, and accessnn - Integrated systems and fee for service modelsnn - New IT technologies, including electronic data records, and incentives for adoption nn - How the delivery system structure affects technology innovatorsnn3. Innovator business models and issuesnn - Financing and managing new product development and portfolio managementnn - Clinical trial management and gaining regulatory approvalnn - Marketing, communication and sales strategies (both physician and patient communication and sales) to drive product adoption and gain third party reimbursementnn - Business models to drive innovationnn4. New technologies, business opportunities, and business modelsnn - Molecular diagnosticsnn - Stem cells and regenerative medicinenn - Consumer genomicsnn5. Health care system reform nnnThe class will be taught primarily from the perspective of a business person operating a company rather than that of a policy maker, academic, or investor. While there will be a few lectures to provide background and frameworks for course topics, most classes will involve a case discussion and prominent guest speakers from the health care industry. Speakers and panelists in previous years included CEOs and senior executives from Genentech, Onyx Pharmaceuticals, UnitedHealth, Jazz Pharmaceuticals, GE, Safewary, and Genomic Health; venture investors from Venrock and Essex Woodland Health Ventures; and heads of the health care/biotech practices at McKinsey and Goldman Sachs.
Terms: Win | Units: 2
Instructors: Chess, R. (PI)

GSBGEN 553: "Intrapreneurship" for Sustainability: Driving Environmental Change from Within Corporations

An organizational change approach to the development and introduction of new corporate strategies and product lines that have a sustainability benefit. Students will be given the opportunity to work on real-world cases to help them effectively incorporate sustainability strategy into their chosen career path.nnnLearning Objectives: nna. Articulate the sustainability challenges facing today¿s corporation in terms that will make executives receptive to actionnnb. Employ organizational change management techniques to spur environmentally-friendly product and process innovationnnc. Expand the repertoire of techniques for priming the market for new sustainability offeringsnnd. Refine collaboration skills within multi-disciplinary teamsnne. Improve oral and written presentation skills for executive audiencesnnnThis class is appropriate for those seeking positions within large enterprises or business consultancies, or those seeking to refine their thinking on social entrepreneurship.
Terms: Win | Units: 2
Instructors: Stewart, E. (PI)

GSBGEN 554: Savvy: Crafting Effective Communication

This course is designed for individuals interested in improving their communication skills. As a leader, you will spend the majority of your time communicating with others team members, subordinates, clients, and other constituents. Right now, you probably don't spend much time thinking about the way you communicate, nor are you likely, in the corporate setting, to get honest feedback on the messages you send. Yet the quality of your communications will have a large impact on your overall effectiveness. This class will help you appreciate the nature and complexity of communication and provide guidelines for both improving your communication style and recognizing the unique styles of others. nnnThe class is based on the assumption that organizations are fundamentally political entities, and interpersonal influence through communication is a key mechanism by which things get done. Effective leaders don't simply lead by fiat they often must influence and persuade others to go along with their ideas. In each session, we'll consider a number of well-studied tactics of interpersonal communication. For each tactic, we'll talk about why it works, when it works best, and what its limitations might be. We'll discuss how you can put these approaches to work in order to support your attempts at persuasion and how to resist them as an unwilling target of persuasion.nnnAfter taking this course, you will be better able to: (1) identify strategies for crafting effective communication in the form of everyday conversation, written work, and public presentations, (2) develop techniques for building strong, long-term alliances with your colleagues, and (3) become more persuasive in advancing an agenda, acquiring resources, or eliciting compliance from others. These skills will be invaluable to you throughout your career.
Terms: Aut | Units: 1
Instructors: Flynn, F. (PI)

GSBGEN 555: Designing Empathy-Based Organizations

Organizations are often designed for efficiency or optimization of workflow, not for user empathy. How do you design for both? This pop-up class is geared toward the design (or redesign) for empathy-based organizations. It will teach early-stage leaders about the three basic levers they have for organizational design/re-design: organizational culture, organizational structure (informal and formal), and organizational routines. Emphasis will be placed on how to align these levers to facilitate communication and to structure workflows for empathy-based organizations. The class will work with a fast-growing, design-driven startup, which will articulate to students its goals as a business, as well as its challenges in designing the business. Students will interview and observe multiple stakeholders from diverse teams and use design thinking to address uncovered needs and insights with respect to organizational design.
Terms: Aut | Units: 1

GSBGEN 557: Authenticity in Markets: The Case of the Wine Industry

Evidence has mounted that consumer care about issues of authenticity in many kinds of markets. This seminar explores the meanings of authenticity in market contexts. It emphasizes the idea that authenticity attaches as much or more to the characteristics and actions of producers than to characteristics of products. Although these issues arise in many kinds of markets, they are especially intense for food and drink. So the seminar emphasizes these contexts, especially the wine industry. In wine production we see battles over the "soul of wine," what it means for a wine to provide an authentic representation of terroir, national traditions, and so forth. Especially interesting for understanding authenticity is the recent success of biodynamic producers.
Terms: Aut | Units: 1
Instructors: Hannan, M. (PI)

GSBGEN 561: Sports Business Financing

Course examines investment and financing issues that face a diverse set of participants in the sports industry (defined very broadly). A key theme is using general financial concepts to better structure decision making in the sports industry. Specific topics illustrate the broad set of perspectives considered: Player Payroll Financial Dynamics; Asset Appreciation Opportunities; Assessing the Value of Players (& General Managers); Investment Syndicates in Sports; Investing in Startup Leagues ; Financial Valuation of Sporting Clubs; Financial/Strategy Analysis for a Mixed Martial Arts (MMA) Venture; and On-Line Sports Venture Evaluation. One hand in requires feedback to the CEO's of several new sporting ventures about ways to expand their opportunity set; the CEO's come to a class and present their venture. The second hand in is a case study of a sports investment where there was sizable value creation or value destruction. Each session typically is co-taught with an industry visitor.
Terms: Spr | Units: 2
Instructors: Foster, G. (PI)

GSBGEN 562: Sports Marketing

This Sports Marketing course combines (a) a focus on key marketing themes (such as branding, customer attraction/retention, and celebrity power) and (b) an analysis of marketing in diverse areas of the sporting industry: the league level, the team level, the player level, the network level, the advertiser level, the sponsor level, the fan level, and the media level. The nine sessions cover the following: Corporate Sponsorship; Online Marketing; Events as Brand Building Investments; Marketing to Youth; Sports/Entertainment Nexus; Club Marketing Strategies; Brand Revitalization & Strengthening; Motor Sports Marketing; Marketing in a Web 2.0/Social Networking World. Each session is typically taught with an industry visitor.
Terms: Spr | Units: 2
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