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
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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
Instructors:
Akbarpour, M. (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
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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 353: Entrepreneurship: Formation of New Ventures
This course is offered for students who seek to understand the dynamics of new ventures from the point of view of the entrepreneur/manager rather than the passive investor. At some stage this understanding will enhance your decision making about whether to pursue a career in playing a key role in creating or building a new venture. It will also enhance your understanding if you will be negotiating with executives at new ventures. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education.
Terms: Aut, Win, Spr
| Units: 4
Instructors:
Ellis, J. (PI)
;
Feinberg, Y. (PI)
;
Foster, G. (PI)
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Instructors:
Ellis, J. (PI)
;
Feinberg, Y. (PI)
;
Foster, G. (PI)
;
Brady, S. (SI)
;
Nakache, P. (SI)
;
Saloner, G. (SI)
;
Singh, H. (SI)
STRAMGT 355: Managing Growing Enterprises
This course is offered to MBA and MSx candidates who seek to learn the primary skills of great execution (how to 'get things done'). The best strategy won't lead to success if a leader can't implement that plan effectively. The course will rely primarily on case analysis and discussion of the readings and case material. Due to the organic nature of the case method, and MGE in particular, we will employ a dynamic element to the class preparation. Prior to the next class, your instructor will direct you on what will be emphasized in the upcoming class and how best to prepare for class. This will avoid repeating material covered in prior classes, as well as respond to the interests of the classroom, which may include current events. There will be 18-19 class sessions, each one lasting either 80 or 105 minutes depending upon the section. Broad utilization will be made of case materials, background readings, and visiting experts. Throughout the course, emphasis will be placed on the application of tactical tools to increase your skills at getting things done.
Terms: Aut, Win, Spr
| Units: 4
Instructors:
Andrews, C. (PI)
;
Dodson, D. (PI)
;
Kelly, P. (PI)
...
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Instructors:
Andrews, C. (PI)
;
Dodson, D. (PI)
;
Kelly, P. (PI)
;
Weaver, G. (PI)
;
Dulski, J. (SI)
STRAMGT 356: Startup Garage: Design
(
BIOE 376 /
SUSTAIN 376) Startup Garage is an intensive, hands-on, project-based course where students apply design thinking, lean startup methodology, and the Business Model Canvas to conceive, design, and field-test new business concepts that address real world needs. The big theme is, does the idea resonate with users? Teams get out of the building and interact directly with users and stakeholders, to deeply understand customer needs. They proceed to design, prototype, and test solutions, validate the value proposition, develop a business model, and identify risks. Teams working on impact-focused ventures apply the same methodology to address the needs of their beneficiaries. Students develop entrepreneurial skills as they learn cutting-edge techniques for testing new venture ideas. Offered by the Graduate School of Business. PREREQUISITE: Team application required. Details and application:
http://startupgarage.stanford.edu/details.
Terms: Aut, Spr
| Units: 4
STRAMGT 368: Impact: Strategic Leadership of Social Ventures and Nonprofit Organizations
Our primary objective in this course is to prepare and equip you to play a high-impact leadership role in the social sector, as a founder, executive, board member, and/or donor/philanthropist/impact investor. You will have the opportunity to learn from and engage with extraordinary guest speakers who are inspiring leaders and luminaries in the social sector. Cases involve a range of social ventures and nonprofits, from early stage start-ups to larger, more traditional organizations. Guest speakers and case studies span a wide range of fields in the US and internationally, including climate change, poverty, racial justice, education, health care, and performing arts. This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of social sector organizations and their executive and board leaders, in the era of impact investing, venture philanthropy, and social entrepreneurship. Students will also be introduced to core managerial issues uni
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Our primary objective in this course is to prepare and equip you to play a high-impact leadership role in the social sector, as a founder, executive, board member, and/or donor/philanthropist/impact investor. You will have the opportunity to learn from and engage with extraordinary guest speakers who are inspiring leaders and luminaries in the social sector. Cases involve a range of social ventures and nonprofits, from early stage start-ups to larger, more traditional organizations. Guest speakers and case studies span a wide range of fields in the US and internationally, including climate change, poverty, racial justice, education, health care, and performing arts. This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of social sector organizations and their executive and board leaders, in the era of impact investing, venture philanthropy, and social entrepreneurship. Students will also be introduced to core managerial issues uniquely defined by this sector such as fundraising, investment management, and performance management. The course provides a brief overview of the sector, including its history and economics, and reinforces the frameworks and concepts of strategic management introduced in the core first year courses. In addition to case discussions, the course employs role plays and study group exercises.
Terms: Spr
| Units: 3
Instructors:
Starkey, K. (PI)
STRAMGT 386: Competitive Strategy for Technology Markets
This class will apply economic frameworks to analyze the competitive strategy of technology businesses. The format will consist of discussion-based lectures, guest speakers, and student presentations. Approximately one third of the class will be devoted to markets related to artificial intelligence, including hardware and computing, foundation models, and applications. Other technology markets include computing technology platforms (e.g. mobile), financial technology, and online advertising. The course will begin with economic concepts relevant to business models and to competition when there are barriers to entry, either in a firm's own market or in important adjacent markets. The course will then consider the role of business strategies in determining the dynamics of competition and long-run industry structure, including strategies for entry, distribution deals, long-term contracts, choices about interoperability, and mergers and acquisitions.
Terms: Spr
| Units: 3
Instructors:
Athey, S. (PI)
STRAMGT 502: Systems Leadership
There has never been a more challenging or interesting time to be a business leader or founder. Everyday people must confront economic volatility, uncertain government policies, shifting global complexities, shrinking liquidity, rapid technology cycles, and challenging workforce dynamics. Importantly, this is confronting leaders who have never seen inflation, high interest rates or extended bad business cycles. This course explores how leaders at the world's leading companies are driving frame-breaking transformational change inside of organizations. In addition, in the emerging post-pandemic world, the issues facing leaders across multiple industries require insights on how to drive technological, cultural and ecosystem changes under unprecedented duress. The macro trends that are currently dominating the business world include the need for leaders to understand the best attributes of companies that have both digital and physical roots, as well as how to balance these macro issues in times of great uncertainty. Leaders need to make choices on where to deploy resources, those parts of the technical stack where they will seek to own technology (and where they will partner), and how they can influence, organize, and shape their ecosystems.
Terms: Spr
| Units: 2
Instructors:
Siegel, R. (PI)
;
Immelt, J. (SI)
STRAMGT 507: From Invention to Innovation: The Process of Translation
The class intends to address specific challenges: 1) The challenges facing businesses are strongly rate-limited by the translation problems of new ideas, and inventions often do not make it into the market place or are disrupted at multiple levels in ways that are generally unpredictable; 2) The challenge of understanding how disruptive innovations take place in the context of the larger frame of translation. The concept of translation can be cast as the following equation, which will be discussed in the class: Innovation = (Inventiona+ C) × Translationb (Where a, b, and C are greater than zero) In light of these challenges, this class will address the following strategic questions and use it to propose a framework for innovation that will increase the probability of successful translation. The class will attempt to address the following questions and extract the principles for enabling translation. 1. What is Translation and why is it necessary? (Examples of Translation from the instructors and visiting lecturers) 2. What does it take for Translation that connects concepts to reality to succeed? 3. What factors prevent Translation from succeeding? 4. What general theoretical framework can we construct to encompass the various types of disruptive innovation?
Terms: Spr
| Units: 2
Instructors:
Burgelman, R. (PI)
;
Shankar, S. (SI)
STRAMGT 510: Conversations in Management
This case-based course is offered for students who want to refine their ability to manage challenging professional conversations. The class will focus on the preparation for and execution of role-played dialogue as well as on postmortem analysis. Most of the respondent roles will be external to one's company, and some will be front line or mid-level people with limited educational credentials. Broad utilization will be made of background readings and an occasional visiting expert.
Terms: Aut, Win, Spr
| Units: 2
Instructors:
Ellis, J. (PI)
;
Grousbeck, H. (PI)
;
Detter, T. (SI)
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Instructors:
Ellis, J. (PI)
;
Grousbeck, H. (PI)
;
Detter, T. (SI)
;
Rosenthal, S. (SI)
;
Steele, D. (SI)
;
Taweel, K. (SI)
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