printer friendly pageMS&E 277B: Entrepreneurial Leadership
This Winter and Spring course sequence is part of the STVP Accel Leadership Program and explores how to lead entrepreneurial ventures including establishing startup strategy, forming organizational culture and effective team structures, securing resources, and building operating models that scale. Teams formulate a case study with a current startup CEO/senior executive that tackles a real-world business problem for their high-growth venture, and present the case on the challenge and the potential paths to resolution. The selection process for the Accel Leadership Program runs during the Autumn fall quarter each year; applications are available at
https://stvp.stanford.edu/students.
Terms: Spr
| Units: 2-3
Instructors:
Byers, T. (PI)
MS&E 278: Patent Law and Strategy for Innovators and Entrepreneurs (ENGR 208)
This course teaches the essentials for a startup founder to build a valuable patent portfolio and avoid a patent infringement lawsuit. Jeffrey Schox and Diana Lin are partners at Schox Patent Group, which is the law firm that wrote the patents for Coinbase, Cruise, Duo, Joby, Twilio and 500+ other startups that have collectively raised over $10B in venture capital. This course, which was previously called
ME 208, is appropriate for students with any engineering background. For those students who are interested in a career in Patent Law, please note that this course is a prerequisite for ME238 Patent Prosecution. There are no prerequisites for this course, but the student must be at the senior or graduate level.
Terms: Aut
| Units: 2-3
MS&E 279: Disruptive Innovations in New Globalization Era
The pandemic and geopolitics present a new inflection point that all industries and countries need to manage properly in order to survive the crisis and create new opportunities for growth. The globalization structure that we have taken for granted in the past fifty years is gone and a new globalization structure is slowly emerging. Instead of global supply chains and global markets, we may have strong regional supply chains and regional markets and weak connections between regions. It is not clear what the final structure will be, but one thing for sure is that the dynamic formation of the new globalization structure will be shaped by how companies and countries respond and manage the new inflection point through disruptive innovations. In this new globalization era, we need to re-think innovation factoring the unquantifiable pandemic and geopolitical risk into product development and business expansion decisions. For emerging technology businesses like clean energy, one needs to deve
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The pandemic and geopolitics present a new inflection point that all industries and countries need to manage properly in order to survive the crisis and create new opportunities for growth. The globalization structure that we have taken for granted in the past fifty years is gone and a new globalization structure is slowly emerging. Instead of global supply chains and global markets, we may have strong regional supply chains and regional markets and weak connections between regions. It is not clear what the final structure will be, but one thing for sure is that the dynamic formation of the new globalization structure will be shaped by how companies and countries respond and manage the new inflection point through disruptive innovations. In this new globalization era, we need to re-think innovation factoring the unquantifiable pandemic and geopolitical risk into product development and business expansion decisions. For emerging technology businesses like clean energy, one needs to develop a resilient supply chain structure that would provide a proper balance between cost and risk exposure to unexpected disruption due to pandemic and geopolitics. For an established industry, like semiconductor, there will be new risk exposure in the current supply chain structure. New supply chain structures will emerge as companies respond to the disruptions caused by pandemics and geopolitics. We discuss the possible changes in the supply chain structure and how companies in the related industries should establish proper risk management policies and procedures to increase the chance of successfully managing the inflection point and creating new opportunities for their growth. To support developing a resilient supply chain, we identify new 0-1 innovation opportunities and discuss the important role that government can play in this new changing era that would shape the structure of new globalization and spur new national economic growth. We pick the following specific industries to focus our discussions: semiconductor, clean energy, mobile communication, robotics and AI.
Terms: Spr
| Units: 3
Instructors:
Tse, E. (PI)
;
Yan, J. (TA)
MS&E 280: Organizational Behavior: Evidence in Action
Organization theory; concepts and functions of management; behavior of the individual, work group, and organization. Emphasis is on cases and related discussion. Limited enrollment.
Terms: Aut
| Units: 3-4
MS&E 284: Managing Data Science Organizations for Innovation and Impact
Most organizations are drawn to data science by the tantalizing prospects of competitive advantage and disruptive capabilities. Yet many organizations are finding that their data science teams are not providing the expected business impact, and some are beginning to question the ROI of these teams altogether. This course works to bridge the gap between the technical training that data scientists spend years mastering and the role they must play in their companies to successfully drive business impact. Drawing on inside accounts, case studies, and academic research, this course identifies the key capabilities that data science teams and their business partners must develop to successfully drive business impact. We explore how impactful data science teams have made a fundamental shift toward business understanding and impact accountability, even while ensuring that their statistics are pristine. This course lays out a practical "how to" guide for designing and enabling impact-driven data science teams, including templates and exercises for applying these practical insights in any organizations. Limited enrollment.
Terms: Win
| Units: 3
Instructors:
Valentine, M. (PI)
;
Lakhtakia, S. (TA)
MS&E 292: Health Policy Modeling (HRP 293)
Primarily for master's students; also open to undergraduates and doctoral students. The application of mathematical, statistical, economic, and systems models to problems in health policy. Areas include: disease screening, prevention, and treatment; assessment of new technologies; bioterrorism response; and drug control policies.
Terms: Win
| Units: 3
Instructors:
Brandeau, M. (PI)
;
Qian, G. (TA)
MS&E 296: Technology, Innovation and Great Power Competition (INTLPOL 340)
This course explores how new technologies pose challenges and create opportunities for the United States to compete more effectively with rivals in the international system with a focus on strategic competition with the People's Republic of China. In this experiential policy class, you will address a priority national security challenge employing the "Lean" problem solving methodology to validate the problem and propose a detailed technology informed solution tested against actual experts and stakeholders in the technology and national security ecosystem. The course builds on concepts presented in MS&E 193/293: Technology and National Security and provides a strong foundation for MS&E 297: Hacking for Defense.
Terms: Aut
| Units: 4
Instructors:
Blank, S. (PI)
;
Brown, M. (PI)
;
Felter, J. (PI)
;
Jonga, S. (TA)
;
Lakhtakia, S. (TA)
MS&E 297: "Hacking for Defense": Solving National Security issues with the Lean Launchpad
In a crisis, national security initiatives move at the speed of a startup yet in peacetime they default to decades-long acquisition and procurement cycles. Startups operate with continual speed and urgency 24/7. Over the last few years they've learned how to be not only fast, but extremely efficient with resources and time using lean startup methodologies. In this class student teams will take actual national security problems and learn how to apply lean startup principles, ("business model canvas," "customer development," and "agile engineering) to discover and validate customer needs and to continually build iterative prototypes to test whether they understood the problem and solution. Teams take a hands-on approach requiring close engagement with actual military, Department of Defense and other government agency end-users. Team applications required in February, see
hacking4defense.stanford.edu. Limited enrollment.
Terms: Spr
| Units: 3-5
Instructors:
Blank, S. (PI)
;
Felter, J. (PI)
;
Weinstein, S. (PI)
...
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Instructors:
Blank, S. (PI)
;
Felter, J. (PI)
;
Weinstein, S. (PI)
;
Aubakirova, M. (TA)
;
Paul, S. (TA)
MS&E 298: Detecting Discrimination with Data (CSRE 298)
What does it mean for a decision-making process to be discriminatory? How do we quantify inequality? What steps can be taken to mitigate potential bias? This hands-on course explores legal and statistical conceptions of discrimination using examples from public policy, healthcare, economics, technology, and education. Each session will consist of an interactive lecture, a live coding session where we implement techniques from the lecture, and a research paper discussion. The course also features occasional guest speakers from industry and academia. Prerequisites: An introductory statistics course (e.g., 120, 125, 226, or
CS 109) and an introductory programming course (e.g.,
CS 106A). Graduate students may enroll for 1 unit.
Terms: Aut
| Units: 1-2
Instructors:
Grossman, J. (PI)
MS&E 301: Dissertation Research
Prerequisite: doctoral candidacy.
Terms: Aut, Win, Spr, Sum
| Units: 1-10
| Repeatable
for credit
Instructors:
Ashlagi, I. (PI)
;
Bambos, N. (PI)
;
Blanchet, J. (PI)
...
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Instructors:
Ashlagi, I. (PI)
;
Bambos, N. (PI)
;
Blanchet, J. (PI)
;
Brandeau, M. (PI)
;
Eesley, C. (PI)
;
Eisenhardt, K. (PI)
;
Giesecke, K. (PI)
;
Glynn, P. (PI)
;
Goel, A. (PI)
;
Hinds, P. (PI)
;
Johari, R. (PI)
;
Karunakaran, A. (PI)
;
Katila, R. (PI)
;
Lo, I. (PI)
;
Pate-Cornell, E. (PI)
;
Pelger, M. (PI)
;
Saberi, A. (PI)
;
Shachter, R. (PI)
;
Sheares, A. (PI)
;
Sidford, A. (PI)
;
Sutton, R. (PI)
;
Sweeney, J. (PI)
;
Syrgkanis, V. (PI)
;
Tse, E. (PI)
;
Udell, M. (PI)
;
Ugander, J. (PI)
;
Valentine, M. (PI)
;
Van Roy, B. (PI)
;
Vitercik, E. (PI)
;
Weyant, J. (PI)
;
Ye, Y. (PI)
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