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1 - 10 of 34 results for: STRAMGT ; Currently searching offered courses. You can also include unoffered courses

STRAMGT 110Q: Making Sense of Strategy

Get the strategy right, and the chance for success is great. Nowhere is this more evident than in today's world of major challenges. Strategy is at the heart of problem solving and achieving objectives, yet few people can define strategy, much less understand how to conceptualize, design, and execute effective strategies that yield the best outcomes.This course focuses on interesting and engaging case studies, each of which illustrates a key ingredient of strategy. Some are well-known historical events, while others are less obvious, but all have a strategic lesson to share. They are quite diverse, from the planning of a high-risk rescue in the Colorado Rockies, to a product crisis in a Fortune 50 company, to a little-known failed military mission of WWII, to a commercial airline disaster. The ability to think through challenging and varied scenarios is both instructive and mind-stretching. There will be some pre-reading on each case study and there may be a field trip for students to more »
Get the strategy right, and the chance for success is great. Nowhere is this more evident than in today's world of major challenges. Strategy is at the heart of problem solving and achieving objectives, yet few people can define strategy, much less understand how to conceptualize, design, and execute effective strategies that yield the best outcomes.This course focuses on interesting and engaging case studies, each of which illustrates a key ingredient of strategy. Some are well-known historical events, while others are less obvious, but all have a strategic lesson to share. They are quite diverse, from the planning of a high-risk rescue in the Colorado Rockies, to a product crisis in a Fortune 50 company, to a little-known failed military mission of WWII, to a commercial airline disaster. The ability to think through challenging and varied scenarios is both instructive and mind-stretching. There will be some pre-reading on each case study and there may be a field trip for students to put their lessons into practice. The course is designed to be highly interactive; all to enable students to unravel the mystery and power of strategic thinking. Students will also have the opportunity to select and analyze a case reflecting interests of their own. This course can help students not only prepare for a career in a range of fields, but also as they meet the challenges of their current coursework. Problem-solving skills are central in every walk of life; this seminar can help students build a stronger foundation for sound decision-making.
Terms: Aut, Win | Units: 3
Instructors: Demarest, D. (PI)

STRAMGT 202: Strategic Leadership: Crafting and Leading Strategy

This course is about the process of crafting, assessing and implementing strategies to win in the market. It is designed to help you understand, shape, and lead your organization's strategy by providing you with a framework for thinking about the issues that shape your organization's economic prosperity. In addition to an analytical framework, the course will provide you with insight into the process of formulating and assessing strategy for roles with cross-functional responsibility at all levels. The emphasis will be on how to articulate what the organization's strategy is, how to create alignment between the strategy, organizational design, and market environment, and the process of growing, managing and transforming organizations. The course is particularly well suited for students who have limited exposure to strategic analysis and/or who anticipate pursuing roles with primary responsibility for the success of products and services in both new and established organizations.
Terms: Win | Units: 2
Instructors: Sorensen, J. (PI)

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 from historically underestimated groups (HUGs), will share their personal and professional journeys, and how each embodies the entrepreneurial mindset. Candid class discussions and an experiential project, complemented by case studies, readings, and videos, will immerse you in the entrepreneurial process. This includes finding an idea and forming and building a team, evaluating existing ideas or early businesses, being an inclusive leader, raising money, assembling a board, and overcoming setbacks and challenges. The individual project is to profile a founder or venture capitalist from a HUG and how they embody the entrepreneurial mindset. For the group project, teams will have the option of working on an idea for a company, or assessing a company using the venture investment framework taught during the class.
Terms: Aut | Units: 3

STRAMGT 309: Strategies of Effective Product Management

This is a course about exploring the methods and processes for product management, largely in technology companies, and a look at what can lead to the most effective ways to coordinate customer needs, ensure accurate product development, and how to develop and use the appropriate tools needed to successfully sell products and services to customers from the perspective of the Product Manager. The course covers ways to think about product management depending on the type of product being delivered (new product introduction vs. reinvigorating an existing product) and also the skills and tools used by product managers for effective product management.This course is an extended version of STRAMGT 509.
Terms: Spr | Units: 3

STRAMGT 325: Impact: From Idea to Enterprise

This class is for students who want start or work at an impact venture, or to invest in or grant to such an enterprise. The class deals with situations from the perspective of the entrepreneur/manager, and the funder. Students will:n- Learn to evaluate impact and business opportunities in social enterprises - Understand the potential tension between impact and revenue/profit in impact enterprises and how to manage it - Start, grow, and manage a team and a board of directors for a social enterprise - Become versed in the landscape of impact funders - Be introduced to how entrepreneurs create social change - Be exposed to the personal journeys and careers of impact entrepreneursnFor purposes of this course an impact venture is 'an organization whose mission is to provide a sustainable solution to a social problem.' The focus on mission makes impact enterprises different in kind from commercial enterprises. That said, it is the instructors' views that, in most ways, impact ventures should more »
This class is for students who want start or work at an impact venture, or to invest in or grant to such an enterprise. The class deals with situations from the perspective of the entrepreneur/manager, and the funder. Students will:n- Learn to evaluate impact and business opportunities in social enterprises - Understand the potential tension between impact and revenue/profit in impact enterprises and how to manage it - Start, grow, and manage a team and a board of directors for a social enterprise - Become versed in the landscape of impact funders - Be introduced to how entrepreneurs create social change - Be exposed to the personal journeys and careers of impact entrepreneursnFor purposes of this course an impact venture is 'an organization whose mission is to provide a sustainable solution to a social problem.' The focus on mission makes impact enterprises different in kind from commercial enterprises. That said, it is the instructors' views that, in most ways, impact ventures should be treated and managed like commercial ventures, and this course reflects this perspective. Even so, there are some important differences which are critical to understand to effectively launch, manage or fund an impact enterprise. We will highlight these throughout our sessions. All the cases and class discussions will be exclusively about enterprises and organizations in the impact venture space, some for-profit, and some non-profit, but all run more or less like commercial businesses, e.g., the enterprise focus is on delivering solutions for 'customers' or 'recipients' to solve a social problem, create value and generating revenue (and/or profit). Impact: From Idea to Enterprise is integrative and will allow students to apply many facets of their business school education. We will have a mixture of case discussions, lectures, student-led exercises, panel discussions, and guest speakers. The final project involves engagement with a current impact venture and its management. The instructors, Laura Hattendorf and Russell Siegelman, are both Lecturers in Management at GSB with practical experience in the startup and impact venture space.
Terms: Win | Units: 3

STRAMGT 329: The Grand Bazaar on Clouds: Strategy for Marketplaces

From Amazon and Apple Store to Airbnb and Uber, our day-to-day life is surrounded by marketplaces. In this class, we will analyze the economics and strategy of marketplaces. We will consider the forces that have led to the proliferation of these marketplaces, as well as the strategic choices that determine which ones succeed. We will also study the strategy of managing these marketplaces: how should matching work, how marketplace design can solve problems of congestion or market thinness, how to discover prices through auctions, and how to get feedback and design a well-functioning rating system. We will also talk about trust and safety as a key pillar of successful marketplaces. We will also learn how to design non-monetary markets that solve big social problems, such as kidney exchange, food banks, public housing, and school choice. Finally, we will discuss the regulatory challenges of these marketplaces, especially with regard to labor income and platform's monopoly power. Applicati more »
From Amazon and Apple Store to Airbnb and Uber, our day-to-day life is surrounded by marketplaces. In this class, we will analyze the economics and strategy of marketplaces. We will consider the forces that have led to the proliferation of these marketplaces, as well as the strategic choices that determine which ones succeed. We will also study the strategy of managing these marketplaces: how should matching work, how marketplace design can solve problems of congestion or market thinness, how to discover prices through auctions, and how to get feedback and design a well-functioning rating system. We will also talk about trust and safety as a key pillar of successful marketplaces. We will also learn how to design non-monetary markets that solve big social problems, such as kidney exchange, food banks, public housing, and school choice. Finally, we will discuss the regulatory challenges of these marketplaces, especially with regard to labor income and platform's monopoly power. Applications include online stores; ride-sharing and transportation; advertising and sponsored search; room-sharing and vacation rentals; creator/passion economy; B2B marketplaces; dating; and labor markets. The class will be in lecture format and will feature several guest speakers, from founders, to investors, to Nobel laureates of market design.
Terms: Spr | Units: 3

STRAMGT 330: Entrepreneurship and Venture Capital: Partnership for Growth

This course is designed for students interested in entrepreneurship, early-stage investing, and/or venture capital. Venture capital is going through a dramatic cycle as venture capital investment doubled from 2021 to 2022, then dropped by a third from 2021 into 2022, ending with the slowest quarter of investing in 9 years. Together with the collapse of Silicon Valley Bank, it is a challenge for both the entrepreneur and the investor. We believe there is opportunity within that chaos and our course is designed to show you how to navigate and stand out in the current environment. Our course gives you that tactical edge with a special combination of two class projects, guest speakers and case-based instruction. You will be able to apply what you learn as we (and the guest speakers) offer candid and instant feedback. The course is fast paced with very current content. You will hear from over 15 investors and a half dozen entrepreneurs. The course is designed to complement other popular GSB more »
This course is designed for students interested in entrepreneurship, early-stage investing, and/or venture capital. Venture capital is going through a dramatic cycle as venture capital investment doubled from 2021 to 2022, then dropped by a third from 2021 into 2022, ending with the slowest quarter of investing in 9 years. Together with the collapse of Silicon Valley Bank, it is a challenge for both the entrepreneur and the investor. We believe there is opportunity within that chaos and our course is designed to show you how to navigate and stand out in the current environment. Our course gives you that tactical edge with a special combination of two class projects, guest speakers and case-based instruction. You will be able to apply what you learn as we (and the guest speakers) offer candid and instant feedback. The course is fast paced with very current content. You will hear from over 15 investors and a half dozen entrepreneurs. The course is designed to complement other popular GSB courses about entrepreneurship such as Start-up Garage, Formation of New Ventures, and Lean Launchpad. Notably, students are permitted to use the same business idea in our course's team project that they use for those courses (with instructor permission). If you do not have a business idea or market sector interest, we will team you with another student with similar interests. We offer class topics that are typically not covered in other business school courses - such as how to find and use the power of early stage advisors and board members in building and funding a company, how Environmental, Social and Governance (ESG) can make or break the evaluation of your early-stage company, how to find that ideal co-founder and figure out the equity split amongst the founding team, and what do VCs say behind closed doors at the VC's partners; meeting after the founder gives their funding pitch? We encourage challenging and meaningful class discussion to take the guests off-script and focus on sharing the street smarts of the entrepreneur and investor community. The course attracts students from diverse backgrounds (we intentionally reserve 10 seats for graduate students from outside the GSB). Students range in experience from serial entrepreneurs to students who are experimenting with entrepreneurship for the first time. We also see students with significant investment experience share their start-up investor experience as they add to the class dynamic.
Terms: Win | Units: 3

STRAMGT 335: Transforming Education through Entrepreneurship

In this course, students will investigate opportunities and challenges of entrepreneurial ventures trying to increase access to educational opportunity, improve the quality of learning experiences for underserved students and disrupt systemic inequities in preK-12 education. Class discussions will explore frameworks for understanding how to maximize educational impact by ensuring efficacy, increasing financial sustainability, and building scale. Cases are focused on organizations in early childhood, primary and secondary education, and feature a variety of ventures (including schools, technology, educator training, and supplemental services) and organizational models (for-profit, not-for-profit, and benefit corporation) in the U.S. and globally. Note: This is not a "how to" class on starting an education venture; it focuses on the strategic challenges of maximizing impact. This course is designed for students who want to be part of creating a more equitable society and improving opportunities for youth, whether by becoming entrepreneurs, leaders, Board members, donors or investors in education organizations. Attendance at the first class meeting is required.
Terms: Aut | Units: 3
Instructors: Lee, G. (PI)

STRAMGT 345: Impact: Taking Social Innovation to Scale

How do you get the best new social innovations to reach the hundreds of millions of people who need it the most? And how do ensure that they are developed, deployed and scaled in a way that is relevant, appropriate and sustainable? Innovators tackling the world's most difficult problems often ignore, misunderstand, and under-invest in the critical business challenges involved in crossing 'the middle of the value chain.' This is innovation's valley of death: product and system adaption and evaluation; evidence generation and design validation; business and partnership planning; formal or informal regulatory approval and registration. How do you design, introduce, and optimize the intervention's uptake before it can be taken to scale by markets, governments or other systems? The class is taught be Steve Davis, Senior Advisor at McKinsey & Company, Senior Advisor at the Bill & Melinda Gates Foundation, and former CEO of PATH, IDRI, and Corbis. We take an interdisciplinary approach to look more »
How do you get the best new social innovations to reach the hundreds of millions of people who need it the most? And how do ensure that they are developed, deployed and scaled in a way that is relevant, appropriate and sustainable? Innovators tackling the world's most difficult problems often ignore, misunderstand, and under-invest in the critical business challenges involved in crossing 'the middle of the value chain.' This is innovation's valley of death: product and system adaption and evaluation; evidence generation and design validation; business and partnership planning; formal or informal regulatory approval and registration. How do you design, introduce, and optimize the intervention's uptake before it can be taken to scale by markets, governments or other systems? The class is taught be Steve Davis, Senior Advisor at McKinsey & Company, Senior Advisor at the Bill & Melinda Gates Foundation, and former CEO of PATH, IDRI, and Corbis. We take an interdisciplinary approach to look at the factors that pull innovation forward, push it from behind, and (often to the world's detriment) block its successful implementation and scaling. First grounding the discussion in research on innovation and social change, we then apply business principles, real world experiences and several important case studies in global health to examine the way good ideas get stuck, and how good ideas can turn into innovation that matters. We focus on root causes for failure, success factors, and business practices and tools to enable millions of lives to be impacted by social innovation. The seminar combines lectures, case studies, visiting practitioners and team projects focused on the business case for scaling specific social innovations. The goal is to help the next generation of social innovation leaders think more about some of the mistakes of the past, lessons for the future, and new ways of approaching old problems, all from a practitioner's point of view.
Terms: Spr | Units: 3
Instructors: Davis, S. (PI)

STRAMGT 351: Building and Managing Professional Sales Organizations

The focus of this class is on the challenges and key issues associated with the creation and management of a professional sales organization. Our emphasis is developing and managing the selling effort of business-to-business and business-to-consumer capital goods and services. There will be relatively little emphasis on sales technique (i.e., students should not expect a course on "How to be a Better Salesperson"). The course is organized to follow the development of the sales function from strategic inception through to execution and implementation: choosing a go-to-market model (e.g., direct sales, no/low touch, VARs, OEMs, hybrid models); building and structuring the sales organization (e.g., sales learning curve, organizational structure, allocating territories and quotas); and managing the sales force (e.g., hiring/firing, compensation, forecasting, culture). We will address these topics in the context of both early stage ventures and later stage enterprises.
Terms: Spr | Units: 4
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