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1 - 10 of 13 results for: STRAMGT ; Currently searching winter courses. You can expand your search to include all quarters

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 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: Win | 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: - 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 entrepreneursFor 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 b 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: - 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 entrepreneursFor 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 330: Entrepreneurship and Venture Capital: Partnership for Growth

This 3 unit course is designed for students interested in entrepreneurship, early-stage investing, and/or venture capital. With US venture capital investment doubling from 2020 to 2021, it is an exciting time to get the insiders' view of the entrepreneurship & VC ecosystem. STRAMGT 330 adds a unique and essential dimension as you consider the dozens of other great GSB courses about entrepreneurship and investing such as Start-up Garage, Venture Capital Finance, Entrepreneurial Finance, Formation of New Ventures, and Lean Launchpad. Notably, students are permitted to use the same business idea project they use for these courses as the team project for our course (with instructor permission). We have seen a marked increase in students who want to learn about both the investors' and the entrepreneurs' point of view. Students have realized that learning about just the investors¿ POV or just the entrepreneurs' POV gives them only half of the story. More importantly, as students see the str more »
This 3 unit course is designed for students interested in entrepreneurship, early-stage investing, and/or venture capital. With US venture capital investment doubling from 2020 to 2021, it is an exciting time to get the insiders' view of the entrepreneurship & VC ecosystem. STRAMGT 330 adds a unique and essential dimension as you consider the dozens of other great GSB courses about entrepreneurship and investing such as Start-up Garage, Venture Capital Finance, Entrepreneurial Finance, Formation of New Ventures, and Lean Launchpad. Notably, students are permitted to use the same business idea project they use for these courses as the team project for our course (with instructor permission). We have seen a marked increase in students who want to learn about both the investors' and the entrepreneurs' point of view. Students have realized that learning about just the investors¿ POV or just the entrepreneurs' POV gives them only half of the story. More importantly, as students see the strategic positioning and the conversation between the entrepreneur and the investor, the learning experience can be closer to what they will see in real life. The course is fast-paced and has very current content. You will hear from over 15 investors and a half dozen entrepreneurs. A few classes will have both the entrepreneur and investor participate in the same class discussion. Claudia and Peter have designed the course content and the projects to give you that tactical edge! The course takes you through several topics that are useful whether you are interested in an entrepreneurial career path, an investor career path, or some combination of the two. We also see more than a few students each year who are new to entrepreneurship and who want to experiment as entrepreneurs and / or investors to see whether it is something for them. We take pride in offering a few class topics that are typically not covered in other business school courses ¿ such as how Environmental Social and Governance (ESG) can make or break how your early-stage company is evaluated, how co-founders split their equity, and what do they say behind closed doors at the VC's partners meeting after we give the company presentation? The class uses case based instruction in combination with two class projects. The team project helps you prioritize the insights that an entrepreneur presents to the investor or investors use to discover their next area of interest. The individual project examines the most current practices on how the founding team should (and should not) split their founders¿ equity. Both projects have direct implications as to how attractive your company will be to investors. 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 those who are experienced entrepreneurs to those students who are experimenting with the idea of entrepreneurship for the first time. We also see students with significant investment experience share their start-up experience as they add to the class dynamic.
Terms: Win | Units: 3

STRAMGT 353: Entrepreneurship: Formation of New Ventures

This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. 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. Each section will have a specific focus, please select the instructor(s) with your interests: Ellis, Saloner - Diverse types of ventures; Foster, Brady - Diverse types of ventures; Reiss, Chess - Very early stage ventures.
Terms: Aut, Win, Spr | Units: 4

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 for students who aspire to lead growing businesses. The seminar, which is limited to 40-45 students, has a strong implementation focus, and deals in some depth with certain selected, entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization is made of case materials, background readings, visiting experts, and role playing.
Terms: Aut, Win, Spr | Units: 4

STRAMGT 366: Startup Garage: Testing and Launch

(Same as BIOE 377) In this intensive, hands-on, project-based course, teams continue to develop their ventures based on a user need that they validated in advance of the course. They build out more elaborate versions of their prototypes and Business Model Canvas; test hypotheses about the product/service, business model, value proposition, customer acquisition, revenue generation, and fundraising; and deliver a fundraising pitch to a panel of investors. Students develop entrepreneurial skills as they 1) get out of the building and gather insights from users, investors, and advisors, 2) make decisions about pivoting, 3) work through their operating plans and unit economics, 4) test go-to-market strategies, 5) consider equity splits, 6) learn term sheet negotiations, and 7) practice their pitches. PREREQUISITE: STRAMGT 356 / BIOE 376 or team application. See details and apply at http://startupgarage.stanford.edu/details (login required).
Terms: Win | Units: 4

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

STRAMGT 532: Intellectual Property: Financial and Strategic Management

In today's competitive marketplace, companies -- from Fortune 500 firms to early stage start-ups -- rely on intellectual property (IP) to keep them one step ahead of the game. Yet, critical IP decisions are usually made by lawyers with very little input from management. The purpose of this class is to provide business leaders with the tools, models and institutional knowledge to actively participate in managing and growing their company's IP assets as strategic business assets (with a focus on patents). This class will explore the value of corporate IP assets by thinking strategically on how to effectively leverage the knowledge, trade secrets, patents, technologies, trademarks, structures and processes that are critical across industries. We will focus on the elements of a successful IP strategy, and how that strategy is shaped by economic, technology, legal, regulatory, and market factors. Through a combination of case studies (including a group strategy project), analysis of current more »
In today's competitive marketplace, companies -- from Fortune 500 firms to early stage start-ups -- rely on intellectual property (IP) to keep them one step ahead of the game. Yet, critical IP decisions are usually made by lawyers with very little input from management. The purpose of this class is to provide business leaders with the tools, models and institutional knowledge to actively participate in managing and growing their company's IP assets as strategic business assets (with a focus on patents). This class will explore the value of corporate IP assets by thinking strategically on how to effectively leverage the knowledge, trade secrets, patents, technologies, trademarks, structures and processes that are critical across industries. We will focus on the elements of a successful IP strategy, and how that strategy is shaped by economic, technology, legal, regulatory, and market factors. Through a combination of case studies (including a group strategy project), analysis of current events, class discussion and guest speakers, we will cover a variety of issues shaping a successful IP strategy in today's global business environment. Some of the topics covered include: * Building and managing an IP portfolio that is aligned with business objectives;* Understanding the forces shaping the IP marketplace in the US and in foreign markets;* The innovation cycle and technology transfer mechanisms;* Using big data analytics in making IP decisions;* IP portfolio monetization strategies (e.g., licensing, sale, enforcement);* IP considerations in Mergers & Acquisitions;* IP valuation and current trends in patent transactions;* Managing corporate IP litigation risk (patent trolls, incumbent litigation);* IP strategies for start-ups & entrepreneurs.Ms. Efrat Kasznik is an IP valuation and strategy expert with more than twenty years of experience advising companies of all sizes, from startups to Fortune 100s, on extracting value from their IP. She is the founder and President of Foresight Valuation Group, an IP consulting and startup advisory firm providing valuation and strategy services for a range of purposes, including M&A, financial reporting, technology commercialization decisions, tax compliance, transfer pricing, and litigation damages. Ms. Kasznik has been a co-founder, CFO and advisor to several startups and incubators in the US and Europe. She is listed on the IAM 300 list of World Leading IP Strategists, and is on the Board of the Licensing Executives Society, USA-Canada.
Terms: Win | Units: 2
Instructors: Kasznik, E. (PI)
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