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31 - 39 of 39 results for: VPGE::Leadership ; Currently searching offered courses. You can also include unoffered courses

MS&E 284: Designing Modern Work Organizations

This practice-based experiential lab course is geared toward MS&E masters students. Students will master the concepts of organizational design, with an emphasis on applying them to modern challenges (technology, growth, globalization, and the modern workforce). Students will also gain mastery of skills necessary for success in today's workplace (working in teams, communicating verbally, presenting project work). Guest speakers from industry will present real-world challenges related to class concepts. Students will complete a quarter-long project designing and managing an actual online organization. Limited to 25. Admission by application.
Terms: Win | Units: 3

MS&E 299: Voluntary Social Systems

Ethical theory, feasibility, and desirability of a social order in which coercion by individuals and government is minimized and people pursue ends on a voluntary basis. Topics: efficacy and ethics; use rights for property; contracts and torts; spontaneous order and free markets; crime and punishment based on restitution; guardian-ward theory for dealing with incompetents; the effects of state action-hypothesis of reverse results; applications to help the needy, armed intervention, victimless crimes, and environmental protection; transition strategies to a voluntary society.
Terms: Win | Units: 1-3
Instructors: Howard, R. (PI)

MS&E 450: Lessons in Decision Making

Entrepreneurs, senior management consultants, and executives from Fortune 500 companies share real-world stories and insights from their experience in decision making.
Terms: Spr | Units: 1 | Repeatable for credit
Instructors: Howard, R. (PI)

MS&E 452: Decision Analysis Projects: Helping Real Leaders Make Real Decisions

A virtual consulting firm directed by professional decision analysts who offer advice and guidance as student teams help local organizations make a current business strategy or public policy decision. Projects for businesses, governments, or other institutions typically include start-up venture funding, R&D portfolio planning, new product or market entry, acquisition or partnering, cost reduction, program design, or regulatory policy decisions. Emphasis is on developing clarity of action and delivering insights to clients. Satisfies MS&E project course requirement. Prerequiste: 252. Recommended: 352.
Terms: Spr | Units: 3
Instructors: Robinson, B. (PI)

MS&E 476: Entrepreneurship Through the Lens of Venture Capital: Venture Capital From Past to Present

Explores changes in the venture capital industry: rise of SiliconnValley and Sand Hill Road, investing in the dot-com bubble, incubatorsnand accelerators, equity crowd funding platform, and different modelsnof venture capital. Explores how companies are funded, grown, andnscale by meeting with individuals who have been at the forefront ofnthis change. See www.lensofvc.com.
Terms: Spr | Units: 2

MS&E 489: d.Leadership: Design Leadership in Context (ME 368)

d.Leadership is a course that teaches the coaching and leadership skills needed to drive good design process in groups. d.leaders will work on real projects driving design projects within organizations, and gain real world skills as they experiment with their leadership style while coaching innovation projects. Take this course if you are inspired by past design classes and want skills to lead design projects beyond Stanford. Preference given to students who have taken other Design Group or d.school classes. Admission by application. See dschool.stanford.edu/classes for more information
Terms: Win | Units: 1-3

SOMGEN 275: Leadership and Strategies for Health Care Delivery Innovation

Focus is on developing and leading innovations that will improve the value of health care. Particular attention dedicated to examining how leaders have overcome barriers to change and other management challenges on the journey towards achieving higher value care. Seminar topics include large integrated healthcare delivery systems, cutting edge care delivery strategy and processes, the role of entrepreneurship and venture capital, impact of health care reform, design thinking, and personal leadership journeys. Faculty consist of nationally-recognized leaders from these fields. The course is open to any member of the Stanford community aspiring to lead, innovate, and achieve high value healthcare 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: 1-2 | Repeatable 4 times (up to 8 units total)

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

(Same as STRAMGT 366) 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
Instructors: Zenios, S. (PI)

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.
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