printer friendly pageSTRAMGT 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
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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 309: Strategies of Effective Product Management
This course focuses on the strategic decision-making skills essential for Product Leaders. It emphasizes high-level choices that drive product success, from developing a compelling product strategy to prioritization, roadmapping, and aligning with company goals. Throughout the course, students will engage in case studies, exercises, and discussions with industry-leading guest lecturers on critical product decisions. Examples include new product development, market expansion, feature prioritization, and structuring a product organization. In addition, we will explore how product management adapts across different product types, company sizes and stages, and the role of cross-functional collaboration with engineering, design, sales, and marketing. Ultimately, students will develop tools to think strategically about product; preparing them to make impactful decisions that drive growth and innovation in a product organization.
Terms: Win
| Units: 3
Instructors:
Goldberg, S. (PI)
;
Moon, L. (SI)
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: -- 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 entrepreneurs. For 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 venture
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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: -- 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 entrepreneurs. For 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
Instructors:
Siegelman, R. (PI)
;
Hattendorf, L. (SI)
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. The Venture capital ecosystem is going through a dramatic cycle as venture capital investment dropped by a third from 2021 into 2022, and then another third from 2022 to 2023. Together with accelerating interest in Generative AI and the aftereffects from 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
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This course is designed for students interested in entrepreneurship, early-stage investing, and/or venture capital. The Venture capital ecosystem is going through a dramatic cycle as venture capital investment dropped by a third from 2021 into 2022, and then another third from 2022 to 2023. Together with accelerating interest in Generative AI and the aftereffects from 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 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
Instructors:
Ziebelman, P. (PI)
;
Munce, C. (SI)
STRAMGT 351: Building & Managing Sales Organizations
This class focuses on the challenges and critical issues associated with the creation and management of a B2B sales organization. The course focuses on three primary themes: 1) developing a foundational understanding of sales organizations and their parts 2) selecting and implementing the right Go-to-Market (GTM) strategy for a particular business, and 3) identifying and addressing common challenges that occur while scaling a GTM organization from inception to maturity.
Terms: Win
| Units: 3
Instructors:
Leslie, J. (PI)
;
Herzberg, D. (SI)
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)
...
more instructors for STRAMGT 353 »
Instructors:
Ellis, J. (PI)
;
Feinberg, Y. (PI)
;
Foster, G. (PI)
;
Brady, S. (SI)
;
Nakache, P. (SI)
;
Saloner, G. (SI)
;
Singh, H. (SI)
STRAMGT 354: Entrepreneurship and Venture Capital
Many of America's most successful entrepreneurial companies have been substantially influenced by professionally managed venture capital. This relationship is examined from both the entrepreneur's and the venture capitalist's perspective. From the point of view of the entrepreneur, the course considers how significant business opportunities are identified, planned, and built into real companies; how resources are matched with opportunity; and how, within this framework, entrepreneurs seek capital and other assistance from venture capitalists or other sources. From the point of view of the venture capitalist, the course considers how potential entrepreneurial investments are evaluated, valued, structured, and enhanced; how different venture capital strategies are deployed; and how venture capitalists raise and manage their own funds. The course includes a term-long project where students work in teams (4-5 students per team) to write a business plan (or a business model canvas) for a venture of the team's choosing.
Terms: Win
| Units: 3
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)
...
more instructors for STRAMGT 355 »
Instructors:
Andrews, C. (PI)
;
Dodson, D. (PI)
;
Kelly, P. (PI)
;
Weaver, G. (PI)
;
Dulski, J. (SI)
STRAMGT 357: Ecopreneurship: Pioneering Sustainability Ventures
Climate change has placed all of us and our planet at existential risk. We are in the midst of a multi-decade, multi-trillion dollar economic transition to address current global climate and sustainability challenges. Entrepreneurs must innovate business models, leverage new tools, and explore new resources to meet these social and environmental challenges. This course is designed to prepare students for career success in launching sustainability-focused ventures. Whether founding a startup, launching an investment fund, spearheading sustainability initiatives within a corporation, or starting a non-profit, you will need to develop your ecopreneurial skills. Students will gain unique perspectives delivered by real-world practitioners. The class offers practical knowledge and insights through vignettes - mini case studies - and readings by highlighting key challenges and difficult decisions faced by sustainability leaders and entrepreneurs. This highly interactive course will anchor around debate, discussion, role-played dialogue, and postmortem analysis. The course is particularly well suited for students looking to understand the unique challenges and opportunities in ecopreneurship.
Terms: Win
| Units: 3
STRAMGT 366: Startup Garage: Testing and Launch
(
BIOE 377 /
SUSTAIN 377) Teams enter this rigorous, project-based course with a prototype, business model, and value proposition that they validated in advance of the course as resonating with users. The big theme is, can they build a viable business around the idea? Through a series of experiments, teams test hypotheses about the product, business model, value proposition, customer acquisition, revenue generation, etc. Students develop entrepreneurial skills as they 1) get feedback from users, investors, and advisors, 2) work through their operating plans and unit economics, 3) test go-to-market strategies, 4) make decisions about pivoting, 5) consider equity splits, 6) learn term sheet negotiations, and 7) practice pitching. At the end, teams deliver a seed financing pitch to a panel of investors. PREREQUISITE:
STRAMGT 356 /
BIOE 376 /
SUSTAIN 376 or team application. Details and application:
http://startupgarage.stanford.edu/details.
Terms: Win
| Units: 4
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