printer friendly pageMS&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
PSYCH 459: Frontiers in Interdisciplinary Biosciences (BIO 459, BIOC 459, BIOE 459, CHEM 459, CHEMENG 459)
Students register through their affiliated department; otherwise register for
CHEMENG 459. For specialists and non-specialists. Sponsored by the Stanford BioX Program. Three seminars per quarter address scientific and technical themes related to interdisciplinary approaches in bioengineering, medicine, and the chemical, physical, and biological sciences. Leading investigators from Stanford and the world present breakthroughs and endeavors that cut across core disciplines. Pre-seminars introduce basic concepts and background for non-experts. Registered students attend all pre-seminars; others welcome. See
http://biox.stanford.edu/courses/459.html. Recommended: basic mathematics, biology, chemistry, and physics.
Terms: Aut, Win, Spr
| Units: 1
| Repeatable
for credit
Instructors:
Robertson, C. (PI)
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)
Instructors:
Bohman, B. (PI)
;
Milstein, A. (PI)
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.
Filter Results: