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391 - 400 of 407 results for: CSI::certificate ; Currently searching offered courses. You can also include unoffered courses

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 woman and under-represented minorities, will share their personal and professional journeys, and how each embodies the entrepreneurial mindset. Case studies, readings and videos, will complement in-class discussions with the speakers in exploring the entire entrepreneurial process from finding an idea and forming and building a team, to being an inclusive leader, raising money, assembling a board, and overcoming setbacks and challenges. The class teaches the entrepreneurial mindset, and how everyone can be entrepreneurial in their lives. Teams will work on creating an idea for a company during the quarter.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 325: Formation of Impact Ventures

This class is for students who want to start, invest in, or take a senior position in a social impact venture. For the purposes of this class, a social impact venture is an organization (both for profits and non-profits) whose primary mission is to provide a sustainable solution to a social problem. The class covers venture creation and development, resource acquisition, and managing growth in the context of impact ventures. The class deals with situations from the perspectives of both the entrepreneur and investor. Students will have a chance to assess opportunity and action in the context of current impact ventures. The course is integrative and will allow students to apply many facets of their business school education. We will have a mix of case discussions, lectures, student-led in-class exercises, and guest speakers. The final project involves engagement with an emerging impact venture and its management. The instructors, Laura Hattendorf and Russell Siegelman, are active, early stage impact investors.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 328: Social Ventures Practicum

The Social Ventures Practicum is an experiential learning course for student teams actively working to launch a social venture (nonprofit or for-profit or tbd). SVP is often a useful follow-on for social venture start-up teams after product/service ideation courses such as STRAMGT 356: Startup Garage, the Design for Extreme Affordability sequence, or other startup/design thinking. In all cases, this course will focus on the additional elements of business planning needed to launch your venture successfully. Students who are beginning with a less-developed product/service idea for a social venture but are interested in taking this course are encouraged to reach out to the instructors, who will try to match them with existing teams. Other students who wish to take SVP to learn about social ventures but do not have a product/service idea similarly should reach out to instructors to see if they can be matched.In weekly sessions throughout the quarter, teams will work through topics unique more »
The Social Ventures Practicum is an experiential learning course for student teams actively working to launch a social venture (nonprofit or for-profit or tbd). SVP is often a useful follow-on for social venture start-up teams after product/service ideation courses such as STRAMGT 356: Startup Garage, the Design for Extreme Affordability sequence, or other startup/design thinking. In all cases, this course will focus on the additional elements of business planning needed to launch your venture successfully. Students who are beginning with a less-developed product/service idea for a social venture but are interested in taking this course are encouraged to reach out to the instructors, who will try to match them with existing teams. Other students who wish to take SVP to learn about social ventures but do not have a product/service idea similarly should reach out to instructors to see if they can be matched.In weekly sessions throughout the quarter, teams will work through topics unique to social ventures (e.g. mission, theory of change, impact measurement) as well as topics common to any venture, (e.g. product/service market fit, business/economic model, financial planning, early-stage financing, logistics, sales/distribution, and board/talent development). Each team will receive significant one-on-one coaching from the instructors, as well as opportunities to share their work with peers and learn from/present to guest speakers.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 335: Entrepreneurial Approaches to Education Reform

In this course, students will investigate opportunities and challenges of entrepreneurial ventures trying to make a positive impact in public education. The course requires a basic level of understanding of the U.S. K-12 public school system. The first session will analyze the structure of the public education as an industry, with a special emphasis on understanding the achievement gap. Subsequent sessions will explore challenges in increasing efficacy, ensuring financial sustainability, and scaling for entrepreneurs who have sought to change student outcomes, solve pain points, and innovate. The course will feature a variety of ventures (including schools, education technology, training, and supplemental services) and organizational models (for-profit, not-for-profit, and benefit corporation). This course is suitable for students aspiring to be entrepreneurs, leaders in entrepreneurial organizations, leaders in educational organizations, Board members, donors or investors. (Note: this is not a "how-to" course on starting an entrepreneurial venture.)
Units: 3 | Grading: GSB Letter Graded
Instructors: Lee, G. (PI)

STRAMGT 368: Strategic Leadership of Nonprofit Organizations and Social Ventures

This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of nonprofit organizations and their executive and board leaders, in the era of venture philanthropy and social entrepreneurship. The students will also be introduced to core managerial issues uniquely defined by this sector such as development/fundraising, investment management, performance management and nonprofit finance. The course also provides an overview of the sector, including its history and economics. Cases involve a range of nonprofits, from smaller, social entrepreneurial to larger, more traditional organizations, including education, social service, environment, health care, religion, NGO's and performing arts. In exploring these issues, this course 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, study group exercises and many outsider speakers.
Units: 3 | Grading: GSB Letter Graded
Instructors: Meehan, B. (PI)

STRAMGT 381: Leading Strategic Change in the Health Care Industry

In this seminar we will study the structure and dynamics of the U.S. health care industry, especially in the face of ongoing regulatory change, and ways it intersects with the global health care industry. The seminar's aim is to develop participants' ability to create strategically informed action plans that are imaginative, inspiring and workable in this highly dynamic environment. The seminar's pedagogy involves informed debate to evaluate and hone well-researched views by the participants and instructors, as well as the writing and presentation of position papers by small groups of seminar participants on the key dynamics of the industry.In the course of the seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the societal, industry and organizational levels of analysis. After developing a complete picture of the structure of the health care industry and the strategic relationships among the key players ("the strategic landscap more »
In this seminar we will study the structure and dynamics of the U.S. health care industry, especially in the face of ongoing regulatory change, and ways it intersects with the global health care industry. The seminar's aim is to develop participants' ability to create strategically informed action plans that are imaginative, inspiring and workable in this highly dynamic environment. The seminar's pedagogy involves informed debate to evaluate and hone well-researched views by the participants and instructors, as well as the writing and presentation of position papers by small groups of seminar participants on the key dynamics of the industry.In the course of the seminar discussions, we aim to deepen our understanding of strategic dynamics and transformational change at the societal, industry and organizational levels of analysis. After developing a complete picture of the structure of the health care industry and the strategic relationships among the key players ("the strategic landscape"), the seminar will focus on how health care reform and other external forces will affect the strategic opportunities and challenges of four types of players in the strategic landscape: (1) incumbents; (2) entrepreneurial startups; (3) cross-boundary disruptors; and (4) international health care providers. World-class leaders in health care will be brought in to supplement our understanding of each one of these players. Student teams will be formed to focus on one of the four types of players. Each team will prepare a research paper focused on determining how their type of player can take advantage of the regulatory, technological, social, cultural and demographic changes, and who will be the likely winners and why.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 537: Leading Change in Public Education

Public education in America is at a crossroads. Does our education system have what it takes to produce graduates who are prepared for college, career, and citizenship in our increasingly digital and pluralistic world? Will income and ethnic achievement gaps continue to be pervasive and persistent in our nation's largest urban cities? Will family zip code determine educational destiny for the next generation of students? Which strategies and reforms are truly demonstrating results and which are merely passing fads? As in all large-scale enterprises undergoing rapid, transformative change, leadership matters greatly. Fortunately, over the last decade, the reform of American public education has been led by a number of innovative and results-oriented leaders at the state, district and charter levels. These leaders are bringing additional urgency, strategies, and ideas designed to prepare America's schools and students for the century ahead. Some ideas are proving to be critical levers fo more »
Public education in America is at a crossroads. Does our education system have what it takes to produce graduates who are prepared for college, career, and citizenship in our increasingly digital and pluralistic world? Will income and ethnic achievement gaps continue to be pervasive and persistent in our nation's largest urban cities? Will family zip code determine educational destiny for the next generation of students? Which strategies and reforms are truly demonstrating results and which are merely passing fads? As in all large-scale enterprises undergoing rapid, transformative change, leadership matters greatly. Fortunately, over the last decade, the reform of American public education has been led by a number of innovative and results-oriented leaders at the state, district and charter levels. These leaders are bringing additional urgency, strategies, and ideas designed to prepare America's schools and students for the century ahead. Some ideas are proving to be critical levers for change, others are facing significant political challenges, and others have not delivered on expected results. Many of them hold lessons for how future educational leaders can contribute to transforming public education for the next generation of K-12 students. This course will focus on school system leadership for education reform. The course will provide an overview of the critical issues facing K-12 public education in America today, and what is going on across the U.S. during this transformative period of change. Once this context is set, students will study education leaders and systems change strategies from the last 10-15 years at the state, district and charter levels. We will focus on leaders across five domains: Leadership in crisis situations, strategic leadership, "china-breaking" leadership, sustaining leadership, and next generation leadership. We will also look at leadership examples from outside K-12 education to broaden our thinking about what leadership styles and strategies could be successfully applied to education. Students will debate the strategies and efficacy of how different leaders approached systems-level change and will form their own working hypotheses of what is needed to help transform the American education system. Case studies in school system leadership will form the primary basis for classroom assignments and discussion. We will examine what went right and what went wrong in each case, focusing particularly on the decisions that school system leaders faced and the implications of their decisions. Most cases will be supplemented with research publications, technical notes, news clips, and/or videos to deepen students¿ understanding of the context or issues discussed in the cases. Dan Katzir worked for Bain & Company, Teach for America, Sylvan Learning Systems and the Eli and Edythe Broad Foundation before joining Alliance College-Ready Public Schools as its CEO in 2015. He is an experienced case study teacher and the editor of The Redesign of Urban School Systems: Case Studies in District Governance.
Units: 2 | Grading: GSB Letter Graded
Instructors: Katzir, D. (PI)

STRAMGT 545: 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, President & CEO of PATH ( www.path.org), a leader in global health innovation, and former global Director of Social Innovation at McKinsey & Company. We take an inter-disciplinary more »
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, President & CEO of PATH ( www.path.org), a leader in global health innovation, and former global Director of Social Innovation at McKinsey & Company. We take an inter-disciplinary 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.
Units: 2 | Grading: GSB Letter Graded
Instructors: Davis, S. (PI)

STRAMGT 574: Strategic Thinking in Action - In Business and Beyond (II)

This six-session 2-point Bass seminar will involve students (maximum 24) in analyzing the emerging global electric automotive industry by focusing on: (1) The electric automotive industry in the U.S. and Europe, (2) the electric automotive industry in Japan and Korea, and (3) the electric automotive industry in China. We will each time examine the strategies of the key automotive companies as well as that of the government and other key players such as infrastructure providers. The purpose of the seminar is to help students sharpen their skills in identifying facilitating and impeding forces of strategic change, and in assessing and estimating the direction and rate of strategic change. While the instructors will provide relevant pre- readings related to these topics, students will be expected to complement these materials with their own research of theoretical and empirical sources. They will also be expected to help structure the discussion and move it forward toward conclusions. Students will organize into three teams each focused on one of the regions and prepare a five-to-ten page group report of their most important findings and conclusions that extend current knowledge.
Units: 2 | Grading: GSB Letter Graded

STRAMGT 579: The Political Economy of China

The evolving organization of the Chinese economy, with special emphasis on the following topics: the integration of the Communist Party organization with government entities and enterprises; the successive phases of market reform; the evolution of ownership and the nature of property rights; corporate restructuring and corporate governance; corruption and anti-corruption campaigns; strengths and weaknesses of the national development model.
Units: 2 | Grading: GSB Letter Graded
Instructors: Walder, A. (PI)
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