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51 - 60 of 67 results for: STRAMGT

STRAMGT 543: Entrepreneurial Acquisition

For aspiring entrepreneurs who don't have a burning idea or desire to start a company from scratch, acquiring a small business can provide a direct route to running and growing a business. This class will explore entrepreneurial acquisition (EA). As the course covers topics such as what makes a good industry, raising capital, how to source deals, dealing with investors, due diligence, and negotiation, the course is also applicable to those interested in private equity, venture capital, start-ups, and general management. The class relies heavily on the case method, and each class includes guests (often the case protagonists) who bring practical and current experience to the classroom. The two group projects are intended to be highly practical, simulating real-world situations. Professors Dodson and Kelly each have over 20 years of experience in the subject matter.
Terms: Aut, Spr | Units: 2

STRAMGT 544: Scaling Excellence

The premise of the course is that managers are concerned with how to scale excellence in organizations and that scaling skills are essential for any leadership role. It will be taught with Shantanu Narayen, the CEO of Adobe. The course is designed to appeal to a wide range of audiences: students seeking to build new organizations, or turn around poorly performing organizations, or grow existing organizations to greater heights. We will focus on how to transform the footprint of a firm, and yet, not lose the mindset. Executives also need to think about to spread 'good behaviors' and make them widespread very quickly, and conversely, on how to shrink bad behaviors and make them small very quickly. This course aims to train students into becoming effective leaders of organizational change. We will use a mix of cases written specially for the course, and 'live cases' with guest speakers from the C-Suite
Terms: Win | Units: 2

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?nnInnovators 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; 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? nThe class is taught be Steve Davis, President & CEO of PATH ( www.path.org), the leader in global health innovation, and former global Director of Social Innovation at McKinsey & Company. nnWe 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.
Terms: Aut | Units: 2
Instructors: Davis, S. (PI)

STRAMGT 546: Strategies for Growth

This course will develop Business Strategy frameworks, some of which will be familiar from the core Strategy class and others of which will be new, and apply them to growing businesses. We will look at companies attempting to grow, as well as family businesses and some enterprises that will always be small. Each session, we will spend some time developing frameworks based on required reading. Then we will analyze individual companies using a combination of written case studies, video and audio excerpts of interviews with business owners, and guest speakers (or, if feasible, company visits). Issues we will consider include:n- What makes a business scalable?n- When are barriers to entry feasible and sustainable?n- How can a firm differentiate itself? How might that limit growth?n- What can small firms do effectively that large organizations cannot?n- How do organizational issues such as incentives, hiring, and delegation limit growth and/or create advantages for small and growing enterprises?nnGrades will be based on class participation, a group written assignment applying concepts from the class, and a take-home exam.
Terms: Win | Units: 2
Instructors: Oyer, P. (PI)

STRAMGT 547: Entrepreneurial Opportunities in Developing Economies

As technology-driven ventures are having more and more impact, entrepreneurial ecosystems have been emerging in recent years in developing economies. Following the lead of Silicon Valley, these newly formed industry networks that include universities, incubators and accelerator programs, angel investor networks and venture capital firms can now support local entrepreneurs and innovation better than ever before. As these economies grow and get more connected, exciting opportunities arise across markets and industries such as replicating a successful business model, leapfrogging the last technology, targeting the base of the pyramid or starting a venture capital firm. Despite the fertile ground for new endeavors, entrepreneurs face particular challenges and risks that they would not encounter in Silicon Valley.nnThis case driven course will include the participation of investors and entrepreneurs that have seized these opportunities across the world. By taking this course, you will be better equipped to observe and explain emerging ecosystems and the opportunities they present. It is targeted towards students who are thinking about creating or investing in new ventures in emerging markets.
Terms: Aut | Units: 2

STRAMGT 550: Global Value Chain Strategies

This course addresses how firms should structure and exploit their value chains as a competitive strategy. Structuring the value chain could involve decisions such as vertical integration which requires the firm to acquire key supply or customer operations, spinning off an internal operation or outsourcing a key operation, or merging with another firm that has similar products, services or markets. Exploiting the value chain could involve leveraging the value chain to enable faster product innovation, product development and launch, creation of new channels, or expanding to new markets. The course takes the perspective of senior management, possibly C-level executives, on how to develop strategies around such value chain issues.
Terms: Spr | Units: 2
Instructors: Lee, H. (PI)

STRAMGT 555: Managing Growing Enterprises

This seminar is offered for students who, in the near term, aspire to the management and full or partial ownership of a new or newly acquired business. The seminar will deal in some depth with certain selected, generic entrepreneurial issues, viewed from the perspective of the owner/manager. Broad utilization will be made of case materials, background readings, visiting experts, and role playing. Throughout the course, emphasis will be placed on the application of analytical tools to administrative practice. This course is a condensed version of the four unit sections (S355) of the same course title. The course prioritizes the material from S355, covering much of the same material, but not to the depth covered in the four unit sections.
Last offered: Winter 2015

STRAMGT 556: Venture Studio for Credit

Venture Studio for Credit is a self-guided project-based course in which students apply the concepts of design thinking, engineering, finance, business and organizational skills to design and test new business concepts. Students will work one-on-one with instructors and coaches to move through a workbook(s) and attend Thursday afternoon workshops where they will have team-to-team interaction. nnThis course integrates methods from human-centered design, lean startup, and business model planning. Outside of meetings and workshops, teams will get out of the building and interact directly with users to develop a deep understanding of the challenges they face and to field test their proposed services, products, and business models.nnPrequalifications: 1. Projects must be exploring the commercialization of a technology innovation pioneered at a Stanford lab. 2. Teams must be a minimum of three people with at least one student enrolled for credit and representing a minimum of two schools. 3. All team members must be available to attend mandatory workshops on Thursdays from 3-4:20pm. Failure to meet all three prequalifications will result in an automatic drop.
Terms: Spr | Units: 2

STRAMGT 567: Social Entrepreneurship and Social Innovation

This course examines individuals and organizations that use entrepreneurial skills and approaches to develop innovative responses to social problems. Entrepreneurship has traditionally been seen as a way of creating wealth for the entrepreneur and for those who back her/his work. Social entrepreneurs employ "entrepreneurial skills," such as finding opportunities, inventing new approaches, securing and focusing resources and managing risk, in the service of creating a social value. As the intensity and complexity of social and environmental problems has grown in recent years social entrepreneurship, defined as innovative, social value creating activity that can occur within or across the nonprofit, government or business sectors, has become increasingly prominent. While virtually all enterprises, commercial and social, generate social value, fundamental to this definition is that the primary focus of social entrepreneurship is to achieve social impact above all else. We will study some of the most promising and the best-proven innovations for improving people's lives. We will also examine mature projects that are now tackling the issue of "scale", moving from local innovations to solutions that create deep systemic changes for larger numbers of economically disadvantaged individuals and communities throughout the world. This year we will focus on what are the constraints and opportunities for creating a social enterprise at scale. The process of "scale" poses tremendous challenges. Even when organizations manage to overcome the many obstacles to growth, and achieve appreciable scale, this approach is seldom sufficient to achieve significant social impact on its own. This year our course will pay particular attention to network approaches which require the mobilization of a vast array of actors and resources, but have the potential to generate rapid and sustained social impact.
Last offered: Spring 2012

STRAMGT 573: Moore's Law and the Convergence of Computing and Communications; Strategic Thinking in Action (I)

This six-session 2-point Bass seminar will involve students (maximum 20) in using strategic thinking to analyze the evolution of the semiconductor industry through the eyes of several key companies. The purpose of the seminar is to help students sharpen their skills in strategic recognition and in leading strategic change in large complex systems where technology trends play a major role in business outcomes. 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. After an initial lecture reviewing tools and industry dynamics, class discussions will focus on the situations of specific industry leaders. For the first 90 minutes of each of the next four sessions, we will be joined by a C-level executive from a leading semiconductor player to discuss his or her perspectives. Students will be expected to help structure the discussion and move it forward toward conclusions. Students will organize into 3-4 teams each focused on one of the sub-sectors or companies and prepare a five-to-ten page group report and present their most important findings and conclusions during the last class.
Terms: Aut | Units: 2
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