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91 - 100 of 162 results for: MS&E

MS&E 274: Dynamic Entrepreneurial Strategy

Dynamic Entrepreneurial Strategy: Primarily for graduate students. How entrepreneurial strategy focuses on creating structural change or responding to change induced externally. Grabber-holder dynamics as an analytical framework for developing entrepreneurial strategy to increase success in creating and shaping the diffusion of new technology or product innovation dynamics. Topics: First mover versus follower advantage in an emerging market; latecomer advantage and strategy in a mature market; strategy to break through stagnation; and strategy to turn danger into opportunity. Modeling, case studies, and term project.
Terms: Spr | Units: 3

MS&E 275: Secret Foundations of Scalable Startups

Explore the foundational, strategic, and experiential knowledge that entrepreneurs wish they had before building their company. Topics can be broken down into two core themes - how to build a scalable startup and how to be the founder of such a company. In discussion with venture capitalists, students learn how to build a company's foundation to position it for large scale growth. Then, in meeting and talking with expert founders, students understand the human impact of leading fast-paced, high-growth organizations. Primarily for graduate students. Limited enrollment.
Terms: Win | Units: 3

MS&E 276: Entrepreneurial Management and Finance

For graduate students only. Emphasis on managing high-growth, early-stage ventures, especially those with technology-intensive products and services. Students work in teams to develop skills and approaches necessary to becoming effective entrepreneurial leaders and managers. Key topics involve ethical decision-making when assessing risks, 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, navigating the trade-offs between control versus growth objectives, and handling adversity and failure. Limited enrollment with admission by an application for all matriculated students (full-time, part-time, and remote) due March 15th: https://forms.gle/Yfq1qbDpAUHC77Nu8. Admission results will be provided prior to start of quarter. Pre-requisite or Co-requisite: a college-level financial accounting course (e.g. MS&E 240) or equivalent.
Terms: Spr | Units: 3

MS&E 277A: Entrepreneurial Leadership

This Winter and Spring course sequence is part of the STVP Accel Leadership Program and explores how to lead entrepreneurial ventures including establishing startup strategy, forming organizational culture and effective team structures, securing resources, and building operating models that scale. Teams formulate a case study with a current startup CEO/senior executive that tackles a real-world business problem for their high-growth venture, and present the case on the challenge and the potential paths to resolution. The selection process for the Accel Leadership Program runs during the Autumn fall quarter each year; applications are available at https://stvp.stanford.edu/students.
Terms: Win | Units: 2-3
Instructors: Byers, T. (PI)

MS&E 277B: Entrepreneurial Leadership

This Winter and Spring course sequence is part of the STVP Accel Leadership Program and explores how to lead entrepreneurial ventures including establishing startup strategy, forming organizational culture and effective team structures, securing resources, and building operating models that scale. Teams formulate a case study with a current startup CEO/senior executive that tackles a real-world business problem for their high-growth venture, and present the case on the challenge and the potential paths to resolution. The selection process for the Accel Leadership Program runs during the Autumn fall quarter each year; applications are available at https://stvp.stanford.edu/students.
Terms: Spr | Units: 2-3
Instructors: Byers, T. (PI)

MS&E 278: Patent Law and Strategy for Innovators and Entrepreneurs (ENGR 208)

This course teaches the essentials for a startup founder to build a valuable patent portfolio and avoid a patent infringement lawsuit. Jeffrey Schox and Diana Lin are partners at Schox Patent Group, which is the law firm that wrote the patents for Coinbase, Cruise, Duo, Joby, Twilio and 500+ other startups that have collectively raised over $10B in venture capital. This course, which was previously called ME 208, is appropriate for students with any engineering background. For those students who are interested in a career in Patent Law, please note that this course is a prerequisite for ME238 Patent Prosecution. There are no prerequisites for this course, but the student must be at the senior or graduate level.
Terms: Aut | Units: 2-3

MS&E 279: Disruptive Innovations in New Globalization Era

The pandemic and geopolitics present a new inflection point that all industries and countries need to manage properly in order to survive the crisis and create new opportunities for growth. The globalization structure that we have taken for granted in the past fifty years is gone and a new globalization structure is slowly emerging. Instead of global supply chains and global markets, we may have strong regional supply chains and regional markets and weak connections between regions. It is not clear what the final structure will be, but one thing for sure is that the dynamic formation of the new globalization structure will be shaped by how companies and countries respond and manage the new inflection point through disruptive innovations. In this new globalization era, we need to re-think innovation factoring the unquantifiable pandemic and geopolitical risk into product development and business expansion decisions. For emerging technology businesses like clean energy, one needs to deve more »
The pandemic and geopolitics present a new inflection point that all industries and countries need to manage properly in order to survive the crisis and create new opportunities for growth. The globalization structure that we have taken for granted in the past fifty years is gone and a new globalization structure is slowly emerging. Instead of global supply chains and global markets, we may have strong regional supply chains and regional markets and weak connections between regions. It is not clear what the final structure will be, but one thing for sure is that the dynamic formation of the new globalization structure will be shaped by how companies and countries respond and manage the new inflection point through disruptive innovations. In this new globalization era, we need to re-think innovation factoring the unquantifiable pandemic and geopolitical risk into product development and business expansion decisions. For emerging technology businesses like clean energy, one needs to develop a resilient supply chain structure that would provide a proper balance between cost and risk exposure to unexpected disruption due to pandemic and geopolitics. For an established industry, like semiconductor, there will be new risk exposure in the current supply chain structure. New supply chain structures will emerge as companies respond to the disruptions caused by pandemics and geopolitics. We discuss the possible changes in the supply chain structure and how companies in the related industries should establish proper risk management policies and procedures to increase the chance of successfully managing the inflection point and creating new opportunities for their growth. To support developing a resilient supply chain, we identify new 0-1 innovation opportunities and discuss the important role that government can play in this new changing era that would shape the structure of new globalization and spur new national economic growth. We pick the following specific industries to focus our discussions: semiconductor, clean energy, mobile communication, robotics and AI.
Terms: Spr | Units: 3

MS&E 280: Organizational Behavior: Evidence in Action

Organization theory; concepts and functions of management; behavior of the individual, work group, and organization. Emphasis is on cases and related discussion. Limited enrollment.
Terms: Aut | Units: 3-4

MS&E 284: Managing Data Science Organizations for Innovation and Impact

Most organizations are drawn to data science by the tantalizing prospects of competitive advantage and disruptive capabilities. Yet many organizations are finding that their data science teams are not providing the expected business impact, and some are beginning to question the ROI of these teams altogether. This course works to bridge the gap between the technical training that data scientists spend years mastering and the role they must play in their companies to successfully drive business impact. Drawing on inside accounts, case studies, and academic research, this course identifies the key capabilities that data science teams and their business partners must develop to successfully drive business impact. We explore how impactful data science teams have made a fundamental shift toward business understanding and impact accountability, even while ensuring that their statistics are pristine. This course lays out a practical "how to" guide for designing and enabling impact-driven data science teams, including templates and exercises for applying these practical insights in any organizations. Limited enrollment.
Terms: Win | Units: 3

MS&E 292: Health Policy Modeling (HRP 293)

Primarily for master's students; also open to undergraduates and doctoral students. The application of mathematical, statistical, economic, and systems models to problems in health policy. Areas include: disease screening, prevention, and treatment; assessment of new technologies; bioterrorism response; and drug control policies.
Terms: Win | Units: 3
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