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41 - 50 of 80 results for: GSBGEN

GSBGEN 511: Making Social Ventures Happen by Attracting Financial and Human Capital

Social ventures require leadership, funding, expertise, skills and networks to get off the ground, grow and scale. This course will focus on the key strategies for building and leveraging a network of champions to capitalize a social venture at early-stage, and for sustaining and growing that network as the venture grows. This class is applicable to intrapreneurs, changemakers within major institutions, (private or public), board members, impact investors, those who aspire to be senior leaders within social ventures and social entrepreneurs (founders). Co-led by a practicing venture philanthropist and a social entrepreneur, this interactive, pragmatic course will: n- Discuss the critical financial and human capital needs of organizations and companies at different life stages. n- Explore the concept of champions and the different types of champions including board chairs, co-founders, mentors, faculty advisors, donors, investors, community evangelists, and fellow entrepreneurs. n- Learn about effective networks and how to build them, including the role of communications, relationship-building, and crisis management. n- Explore the concept of a powerful vulnerability and the art of "influence without authority" in attracting financial and human capital to the mission and making social ventures happen. Special emphasis will be given to developing co-founders and founding teams, boards and funders/investors as champions. n- Develop a roadmap for the ways you will support social ventures throughout your career. n- Meet social entrepreneurs and their champions who promote them within various power structures (major corporations, government, the institutional funding community) to learn about the successes and failures of their partnerships. Guest speakers will be posted prior to start of class. n- Invite you to join instructors, guest speakers and fellow students for casual dinner on both Wednesdays after class.n- Get to know your fellow classmates who share a passion for addressing the world's intractable problems and for creating systemic change.
Terms: Win | Units: 2

GSBGEN 514: Creating High Potential Ventures in Developing Economies

GSBGEN 514 - Creating High Potential Ventures in Developing Economies (2 Units)nnThis course addresses the distinctive challenges and opportunities of launching high-potential new ventures in developing economies. Developing economies are attractive targets for entrepreneurs because many are just starting to move up the growth curve, and they offer low-cost operating environments that can be great development labs for potentially disruptive innovations. They increase in attractiveness when their political institutions stabilize and they become more market-friendly. At the same time, developing economies pose serious challenges. Pioneering entrepreneurs take on significant risks to gain early mover advantages. Specifically, entrepreneurs will not be able to count on the same kind of supportive operating environments that we take for granted in the developed world. They often face cumbersome permit and licensing processes, poorly developed financial and labor markets, problematic import and export procedures, unreliable local supply chains, weak infrastructure, corruption, currency risks, limited investment capital, lack of financial exits and more. This course is designed to help would-be entrepreneurs - both founders and members of entrepreneurial teams - better understand and prepare for these issues as they pursue the opportunities and address the challenges to start, grow, and harvest their ventures in these environments. nnGSBGEN 514 is a seminar/discussion format in which students will read about and discuss the key challenges described above and potential solutions. Guests will describe their own startup and investing experiences in developing economies and answer questions. A framework based on the World Economic Forum (WEF) report on "Entrepreneurial Ecosystems Around the Globe and Company Growth Dynamics" will be used to structure the course. Each student will prepare a short write-up as a final assignment on a case chosen from a selection provided by the instructors. Note: Groups of students who want to work as a team to investigate a specific new venture idea in addition to participating in the seminar/discussion sessions should contact the instructors about doing a 390.
Terms: Win | Units: 2

GSBGEN 515: Essentials of Strategic Communication

Successful leaders understand the power of authentic, memorable communication.nnThis course uses the lens of oral communication and presentations, to introduce the essential elements of the strategic communication strategies that make authentic, memorable communication work.nnFocusing on oral communication and presentation, we introduce the essentials of communication strategy and persuasion: audience analysis, message construction, communicator credibility, and delivery.nnDeliverables include written documents, focusing on individual and team presentations, with students receiving continuous feedback to improve their communication effectiveness, and to sharpen their authentic leadership voice.n nThis highly interactive, practical course, is focused on feedback to help students at all levels of communication mastery develop confidence in their speaking and writing. Course includes presentations, assignments, lectures, discussions, simulated activities, in-class feedback, and filmed feedback.n nIn this course you will learn to:n-Recognize strategically effective communicationn-Implement the principles of strategic communication across different platformsn-Develop clearly organized and effective presentations and documentsn-Diagnose and expand, your personal authentic communication stylennAs you make your super round selection, keep in mind that wait lists have been long for this course.
Terms: Aut, Win, Spr | Units: 2

GSBGEN 518: Dynamics of the Global Wine Industry

This course will examine the world of wine with a fresh and contemporary lens. It will explore the market dynamics of this fascinating global industry. The goal of the course is to provide insight into the branding, marketing, and distribution dynamics that shape what consumers can buy and consume with a focus on the strategies of some of the world’s leading wine brands. Attention will also be paid to the legal, regulatory, and market dynamics that define the U.S. wine industry as well as to issues of contested authenticity in the world of wine.
Last offered: Spring 2014

GSBGEN 520: The Frinky Science of the Human Mind

The exponential growth in our understanding of the workings of the human brain has led to a rather startling and maybe embarrassing (even depressing) conclusion. While the human brain is unique among species in its ability to strategize, conceptualize, hypothesize, etc., it is now undeniable that most of our decisions, behaviors and experiences are shaped by instinctual brain systems. Thus, constituting the broad goals of this seminar, it behooves us to first understand the workings of the instinctual brain and then leverage this understanding to craft solutions for real-world issues from the vantage points of the "firm" as well you as an individual, a leader and an innovator. Topics that will be covered from your vantage point include leadership skills including being effective at influencing key stakeholders within and outside the firm and being effective at making decisions, personal as well as professional. Topics that will be covered from the firm's vantage point include crafting superior value propositions at the decision as well as the experience phases of the "customer" journey, fostering an innovative organizational culture and developing incentives to increase employee engagement.
Last offered: Autumn 2015

GSBGEN 523: Media Entrepreneurship

The disruptive nature of the Internet has set in motion the destruction of business models that have supported traditional media organizations. This course will examine the current state and broader economic challenges facing the media industry. These include: the impact of technology, changing consumer behavior, the rise of mobile, social networks, big data, real-time metrics, innovations in digital advertising and distribution channels, and new business models. Students will analyze new digital media ventures and hear from industry experts facing innovation challenges at the intersection of content, technology and business. The course also will identify paths for entrepreneurs interested in building a media business.
Last offered: Winter 2016

GSBGEN 524: Leading with Mindfulness and Compassion

The course explores the role of mindfulness, self-compassion and compassion in the workplace, and the contribution of these qualities to leadership. Topics addressed will include: How can mindfulness enhance clarity in purpose and productivity? What is the connection between mindfulness and compassion? Is compassion in the business world a strength or a weakness? Are compassion and profit motives fundamentally incompatible, or can they support each other? What does compassionate leadership look like? Can mindfulness and compassion be trained at the individual level, and built into company policy? How does self-compassion support effective leadership and recovery from setbacks? Participants in the course will engage with exercises from evidence-based programs targeting the development of mindfulness and the practical application of the skills of self-awareness, self-compassion, and perspective taking in the context of work and relationships.
Last offered: Spring 2015

GSBGEN 528: Communicating for Credibility: An Introduction to Thought Leadership

Many students are prepared to be leaders, but few are prepared to be thought leaders. Yet, that's precisely what many of our students will become. This communications course focuses on the risks and the rewards of stepping into a thought leadership role as a subject matter expert or change agent in a domain of the student's choice. From the very first class students will tackle different communication elements (blogs, op-ed pieces, keynote talks, video blogs, conference panels, etc.) and receive feedback from professors and peers. By the end of this course students will: -Understand the risks and rewards of thought leadership -Identify and clearly articulate their own niche and "What-If?" future -Know the communication channels available to exercise thought leadership -Codify best practices and lessons learned into a forward-thinking document or framework that they can share widely -Craft a distinct message with an authentic voice across multiple channels -Build their ripples of influence by engaging their first followers and building a tribe -Begin to activate well-respected advocates who will champion their ideas -Define how to measure the success of their efforts (ex: reach, resonance) -Create a resource list of vendors, tools, technology and communities to support their thought leadership efforts -Overcome what may hold them back from stepping into the spotlight and assuming the role of thought leader in their niche. A prequalification assignment is required for this course. See https://docs.google.com/a/stanford.edu/forms/d/e/1FAIpQLSfhU-MYmkxfRn7lJjHbfkJPZ4n4vm-RlE_oBkfeEABt9_zgSg/viewform for details and submit the survey by October 14.
Terms: Aut | Units: 2

GSBGEN 532: Clean Energy Opportunities: Business Models and Innovations

This course examines business models and opportunities related to clean energy, specifically to low-carbon energy. We examine emerging trends for this sector in the context of technological change, business opportunities and the parameters set by public policy. Specific topics to be examined include:nn- Carbon Emissions and the Clean Energy Transitionn- Funding Innovative Energy Companiesn- Modeling Cost Competitiveness of Alternative Energy Technologiesn- The Momentum of Renewable Energy: Solar PV and Windn- The Changing Business Model of Utilitiesn- Storage and Sustainable Transportation
Terms: Aut | Units: 2

GSBGEN 533: Technology Licensing

Licensing of technology and its corresponding intellectual property is big business, and integral to the business plans and competitive strategies of start-ups and Fortune 500 companies alike. Although the annual dollar magnitude of licenses of patents and other technology-related IP is difficult to estimate due to the proprietary nature of much of the data, academic studies peg the U.S. IP licensing market at ~$66B, and the global market at ~$180B. The development and evolution of technology standards and interoperability requirements, regulatory overlays that require technologies outside a company'€™s core competencies, the proliferation and widespread enforcement of patents, the rapid expansion of IP-based business models, and the staggering expense and uncertain benefits of internal R&D, among other things, have combined to weigh heavily on the buy side of the make/buy scale, and to amplify the importance of inbound and outbound licensing arrangements for both start-up and Fortune 500 companies.nnBecause licenses are complex legal agreements with important legal consequences, it is tempting for business executives to delegate to lawyers the negotiation of the non-economic terms of their companies'€™ technology license agreements. The problem with such an approach, however, is that 'œnon-economic'€ terms relating to license scope and duration, the extent of any representations and warranties to be offered, how and when and by whom payment will be effected and royalty calculations policed, indemnification against third-party IP and enforcement of licensed IP against infringers, the ownership and responsibility for patenting of improvements made to licensed technology, remedies for violation of the license, and many other issues, can and often do have significant and occasionally mortal economic and business consequences. While no business person should grapple with these issues in the context of a large or complex license agreement without legal counsel, it is critical that the business person understand the consequences and negotiating levers and trade-offs themselves, for at their core, the decisions to be made on these issues are business decisions, not legal ones.nnIt is the objective of this course to enable students to better understand and think critically about the principal issues that arise in the conceptualization and negotiation of technology license agreements, including those involving computer hardware and software, biotechnology and pharmaceutical compounds, medical devices, and other methods and products. As we address licensing arrangements in particular industries, business and licensing executives from companies active in these markets will participate in various class sessions, and will share with the students their experiences and strategic perspectives.
Terms: Spr | Units: 2
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