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41 - 50 of 58 results for: VPGE::Leadership ; Currently searching offered courses. You can also include unoffered courses

MS&E 275: Intelligent Growth in Startups

Explore the foundational and strategic elements needed for startups to be designed for "venture scale" at inception. Themes include controversial and disruptive insights, competitive analysis, network effects, organizational design, and capital deployment. Case studies, expert guests, and experiential learning projects will be used. Primarily for graduate students. Limited enrollment. Admission by application. Recommended: basic accounting.
Terms: Spr | Units: 3 | Grading: Letter (ABCD/NP)
Instructors: Miura-Ko, R. (PI)

MS&E 276: Entrepreneurial Management and Finance

For graduate students only, with a preference for engineering and science majors. Emphasis on managing high-growth, early-stage enterprises, especially those with innovation-based products and services. Students work in teams to develop skills and approaches necessary to becoming effective entrepreneurial leaders and managers. Topics include assessing risk, understanding business models, analyzing key operational metrics, modeling cash flow and capital requirements, evaluating sources of financing, structuring and negotiating investments, managing organizational culture and incentives, managing the interplay between ownership and growth, and handling adversity and failure. Limited enrollment. Admission by application. Prerequisite: basic accounting.
Terms: Spr | Units: 3 | Grading: Letter or Credit/No Credit

MS&E 472: Entrepreneurial Thought Leaders' Seminar

Learn about entrepreneurship, innovation, culture, startups and strategy from a diverse lineup of accomplished leaders and entrepreneurs in venture capital, technology, education, philanthropy and more. Open to all Stanford students. Required weekly assignment. May be repeated for credit.
Terms: Aut, Win, Spr | Units: 1 | Repeatable for credit | Grading: Satisfactory/No Credit

OB 381: Conflict Management and Negotiation

Conflict is unavoidable in every organization. The key question is how it will be handled: will it escalate to dysfunctional levels or will it be effectively managed? Hence, a first aim of the course is to develop your ability to analyze conflicts, to look beneath the surface rhetoric of a conflict, to isolate the important underlying interests, and to determine what sort of agreement (if any) is feasible. We'll analyze which negotiation strategies are effective in different conflicts. We'll also examine psychological and structural factors that create conflict and often pose a barrier to its resolution. But understanding how to analyze a conflict is not enough. To manage conflict effectively, you need a broad repertoire of behavioral skills. Developing these is the second aim of the course. To achieve this, negotiation exercises are used in every session. When playing a role in a simulated conflict, you will be free to try out tactics that might feel uncomfortable in a real one. You will get feedback from your classmates about how you come across. In sum, you can use this course to expand your repertoire of skills, to hone your skills, and to become more adept in choosing when to apply each skill.
Units: 3 | Grading: GSB Student Option LTR/PF
Instructors: Bendor, J. (PI)

OB 512: Creating, Building, and Sustaining Breakthrough Ventures

This course is designed to provide students with a summary of entrepreneurial processes that have successfully created, developed, and sustained breakthrough ventures. By "breakthrough" we mean ventures that have a lasting and positive impact, touching millions of lives. Examples are based on the experiences of Norman Winarsky, formerly President of SRI Ventures, Charles O¿Reilly, and invited speakers who are leading investors and entrepreneurs. They include companies like Siri, Nuance, Intuitive Surgical, Sandisk, Facebook, and others. Think of this course as a ¿master class¿. You will work with the professors and invited speakers to create and build your venture concept. We focus on all elements of building a breakthrough company, starting with the source of breakthrough venture ideas, advancing to building a great value proposition and business plan, recruiting a team, finding investors and board members, scaling the company, deciding whether to sell or go IPO, and ending with what more »
This course is designed to provide students with a summary of entrepreneurial processes that have successfully created, developed, and sustained breakthrough ventures. By "breakthrough" we mean ventures that have a lasting and positive impact, touching millions of lives. Examples are based on the experiences of Norman Winarsky, formerly President of SRI Ventures, Charles O¿Reilly, and invited speakers who are leading investors and entrepreneurs. They include companies like Siri, Nuance, Intuitive Surgical, Sandisk, Facebook, and others. Think of this course as a ¿master class¿. You will work with the professors and invited speakers to create and build your venture concept. We focus on all elements of building a breakthrough company, starting with the source of breakthrough venture ideas, advancing to building a great value proposition and business plan, recruiting a team, finding investors and board members, scaling the company, deciding whether to sell or go IPO, and ending with what it takes to build a company that can sustain itself through continuous innovation. At each step, we follow examples of companies we've helped build, and provide lessons of success as well as failure. The course will be highly interactive, and engage students in elements of building their own venture concepts.
Units: 2 | Grading: GSB Pass/Fail

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 | Repeatable for credit | Grading: Medical Satisfactory/No Credit

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 | Grading: Medical Option (Med-Ltr-CR/NC)

SOMGEN 284: The Startup Garage: Testing and Launch (CHEMENG 484)

This is the second quarter of the two-quarter series. In this quarter, student teams expand the field work they started in the fall quarter. They get out of the building to talk to potential customers, partners, distributors, and investors to test and refine their business model, product/service and market. This quarter the teams will be expected to develop and test a minimally viable product, iterate, and focus on validated lessons on: the market opportunity, user need and behavior, user interactions with the product or service, business unit economics, sale and distribution models, partnerships, value proposition, and funding strategies. Teams will interact with customers, partners, distributors, investors and mentors with the end goal of developing and delivering a funding pitch to a panel of entrepreneurs, venture capitalists, angel investors and faculty.
Terms: Win | Units: 4 | Grading: Medical Option (Med-Ltr-CR/NC)

STRAMGT 308: Entrepreneurship from Diverse Perspectives

This seminar showcases the diversity of entrepreneurs and the range of entrepreneurial paths they pursue. Thirty-five entrepreneurs and venture capitalists, primarily woman and under-represented minorities, will share their personal and professional journeys, and how each embodies the entrepreneurial mindset. Case studies, readings and videos, will complement in-class discussions with the speakers in exploring the entire entrepreneurial process from finding an idea and forming and building a team, to being an inclusive leader, raising money, assembling a board, and overcoming setbacks and challenges. The class teaches the entrepreneurial mindset, and how everyone can be entrepreneurial in their lives. Teams will work on creating an idea for a company during the quarter.
Units: 3 | 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
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