printer friendly pageSTRAMGT 574: Strategic Thinking in Action - In Business and Beyond II (Automotive Industry Disruption)
This six-session Bass seminar is about strategic leadership driving the transformation of the advanced automotive industry. It will build on what students have learned in their MBA core strategic leadership course but will also provide additional conceptual frameworks developed by the instructors to help examine the major seminar topics. The seminar's pedagogy involves informed debate to evaluate and hone well-researched views by the participants. Consequently, there will be an expectation of extensive contributions from all students to the discussion in all of the sessions. Small groups of seminar participants will also be expected to write and present position papers concerning the seminar's analytical topics. The industry scope of the seminar is twofold: First, it is about autonomous, electric, and shared vehicles. And second, it is about the manufacturer and supplier incumbents as well as the tech industry and startup new-entrants. In the course of the seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the societal, industry and organizational levels of our analysis.
Terms: Aut
| Units: 2
Instructors:
Burgelman, R. (PI)
;
Beiker, S. (SI)
STRAMGT 584: Impact: Assessing High Impact Business Models in Emerging Markets
In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by
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In recent years, we've seen an explosion of innovative business models blazing new trails in emerging markets. Many of these models are achieving commercial success while transforming the lives of low-income populations. Using nine cases of both early-stage, entrepreneur-led ventures and later-stage, public or large-cap firms, this course will examine best practices for scaling new enterprises in emerging markets. It will do so primarily through the lens of a potential investor. It will also explore what is required to spark, nurture and scale entire sectors that serve rapidly growing, often low-income markets. What does it mean to work in markets with limited infrastructure? What common mistakes are made - whether in business model design, in supply chains, or in dealing with government - and how can we avoid them? Which are the best business models to serve markets that corporations have traditionally ignored, and in which government has failed to deliver? Who might be threatened by the success of these new businesses? The seminar is a good match for Stanford students interested in working or investing in emerging markets. It will be taught by Matt Bannick, who led Omidyar Network (a $1 billion impact investing fund) and is the former President of eBay International and of PayPal.
Terms: Win
| Units: 2
Instructors:
Bannick, M. (PI)
SUST 261: Art and Science of Decision Making
When we make high-quality decisions, we improve the probability of outcomes we want. By combining the art of qualitative framing and structuring with the science of quantitative assessment and analysis, we will have pragmatic ways to: identify those core issues driving the value of our decisions, craft an inspirational vision, create viable alternatives, mitigate biases in probabilistic information, clarify both tangible and intangible preferences, develop appropriate risk/reward models, evaluate decisions for a broad range of uncertain scenarios, appraise values of gathering additional information, and ensure commitment to implementation plans and budgets. Common-sense rules and decision-making tools provide the essential focus, discipline, and passion we need for clarity of action on big, important decisions ? from personal choices to organizational decisions about business strategies or public policies. A normative approach prescribes how decisions can be made defensible using a log
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When we make high-quality decisions, we improve the probability of outcomes we want. By combining the art of qualitative framing and structuring with the science of quantitative assessment and analysis, we will have pragmatic ways to: identify those core issues driving the value of our decisions, craft an inspirational vision, create viable alternatives, mitigate biases in probabilistic information, clarify both tangible and intangible preferences, develop appropriate risk/reward models, evaluate decisions for a broad range of uncertain scenarios, appraise values of gathering additional information, and ensure commitment to implementation plans and budgets. Common-sense rules and decision-making tools provide the essential focus, discipline, and passion we need for clarity of action on big, important decisions ? from personal choices to organizational decisions about business strategies or public policies. A normative approach prescribes how decisions can be made defensible using a logical basis of deliberative reasoning when we face a dynamic, complex, and uncertain future world. Transformational change can then implement the optimal decisions by following a dynamic process of project management. Course requirements include a midterm exam, a final exam, and an individual, quarter-long tutorial to frame, structure, assess, and analyze your personal career and lifestyle decisions for the initial 5 years after leaving Stanford. Key factors often include net discretionary income, savings and investments, macroeconomic trends, job satisfaction, personal life satisfaction, avocation pursuits, and relationships with family and friends. To achieve your desired results in this course, you are implored by the teaching team to "procrastinate your procrastination."
Terms: Spr
| Units: 3
Instructors:
Robinson, B. (PI)
;
Sanabria, C. (TA)
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