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 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
Instructors:
Mandelbaum, F. (PI)
;
Hudson, C. (SI)
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 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
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 364: Health Information Technology and Strategy
This is a business strategy class, where we use economic and market concepts to examine a key strategic question-how can we use technology to improve the performance of firms in a market. We are looking at a specific application of health care markets, so this issue has the added complexity of addressing institutional environments which make this market unique in many ways (market actors, payment models, regulation). The class uses a rich set of case cases to stimulate class discussion, supplemented by lectures to expand either conceptual frameworks or institutional knowledge. The deliverable is the development of a proposed solution to a specific business opportunity in this market.
Terms: Aut
| Units: 3
Instructors:
Schulman, K. (PI)
STRAMGT 503: Spontaneous Management
In this class, you will learn techniques for improving your spontaneity, creativity, presence, and collaboration skills, all of which contribute to your becoming a more effective and inspirational leader. This class combines research on social psychology and techniques from improvisational theater to help you develop your leadership skills. The interactive exercises are based on the techniques that improv actors use on stage when they make up scenes, songs, or even entire plays on the spot. Improv teaches you to do many things at once: be completely present, think on your feet, quickly get in sync with others, read the room, and be agile at using what the situation presents you. As a leader in business, you will benefit from this same skill set. Whether you are presenting to your board, brainstorming & designing with colleagues, or mentoring new talent - learning some building blocks of improv will give you valuable new tools for interacting effectively with others. The course will cover topics such as spontaneity, risk taking, authenticity, nonverbal behavior, storytelling, effective brainstorming, understanding and using status, and creative collaboration.
Terms: Aut, Win
| Units: 2
Instructors:
Wheeler, S. (PI)
;
Schifrin, D. (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)
...
more instructors for STRAMGT 510 »
Instructors:
Ellis, J. (PI)
;
Grousbeck, H. (PI)
;
Detter, T. (SI)
;
Rosenthal, S. (SI)
;
Steele, D. (SI)
;
Taweel, K. (SI)
STRAMGT 512: The Yin and Yang of Family Business Transitions
This seminar provides students with practical solutions to some of the challenges faced in family business transitions.Family businesses are by far the dominant form of commerce world-wide, albeit the majority are small "mom and pop shops." Some research shows that large businesses, whatever the form of ownership, have an average lifespan of around forty years, while small businesses (at least in Japan and Europe) average around twelve years. So, if businesses in general do not survive, then it is a wonder that any family business can survive from one generation to another, let alone two, three, four or more.There are three essential requirements to succeed in a family business transition. First, it may seem obvious that the business must succeed, but it is less obvious what advantages a family business has over its non-family-owned counterparts. Second, the ownership structure must effectively maintain family cohesion and support the business. Finally, family members need to organize
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This seminar provides students with practical solutions to some of the challenges faced in family business transitions.Family businesses are by far the dominant form of commerce world-wide, albeit the majority are small "mom and pop shops." Some research shows that large businesses, whatever the form of ownership, have an average lifespan of around forty years, while small businesses (at least in Japan and Europe) average around twelve years. So, if businesses in general do not survive, then it is a wonder that any family business can survive from one generation to another, let alone two, three, four or more.There are three essential requirements to succeed in a family business transition. First, it may seem obvious that the business must succeed, but it is less obvious what advantages a family business has over its non-family-owned counterparts. Second, the ownership structure must effectively maintain family cohesion and support the business. Finally, family members need to organize in thoughtful ways to work effectively with one another.The beauty of a family business is that it can be more profitable than companies with non-family ownership. Two fundamentals, at least, provide this advantage - a strong value system and a long-term economic perspective. The operative word above, however, is "can"; it is by no means a foregone conclusion that a family business will be more successful. Families must thoughtfully develop their advantages, while at the same time avoiding the pitfalls that are inherent in any family business.Accordingly, this course is offered for students whose families own a family business or who are interested in the special challenges faced by family businesses. International students are encouraged to register as different cultural perspectives to family business will enrich the experience for everyone. Particular focus will be given to the transitions from one generation to another and the lessons learned that can be applied during the entire life of the business.
Terms: Aut
| Units: 2
Instructors:
Francis, P. (PI)
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