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51 - 60 of 70 results for: STRAMGT

STRAMGT 538: Financial Technologies

This class will provide an overview of the rapidly evolving world of financial technologies. New market entrants are promising to change the way we borrow, save, invest, and transact. Incumbents enjoy substantial market power but are struggling to keep up technologically as they wrestle with antiquated core infrastructure. We will analyze the emerging competitive landscape and the strategic dynamics in play. The class will begin with a short review of digital platform economics in which we will cover basic concepts such as network effects and economies of scale. We will then dive into a series of case studies and industry analyses. Particular attention will be paid to the areas of payments, alternative credit, and virtual currencies.
Last offered: Spring 2016

STRAMGT 539: Leadership in the Arts and Creative Industries

Leaders of arts and creative organizations face unique challenges. Taking the perspective of the CEO, Chairman of the Board and Artistic/Creative Director, and drawing on various cases and in-class exercises, students will learn about advancing artistic excellence and creative innovation while expanding audiences and achieving financial goals. We will survey a variety of settings from non-profit museums and performing arts organizations to start-ups and large players in the music, theater and film industries. Among the topics explored will be governance and management; reaching multiple audiences; managing fiscal and creative tradeoffs; maintaining relevance in the age of online consumption; standing out in real and virtual spaces; and achieving growth amidst rising costs and diminishing revenues.
Last offered: Spring 2018

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.
Terms: Aut, Win | 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.
Last offered: Winter 2017

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.
Terms: Win | 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:nn- What makes a business scalable?nn- When are barriers to entry feasible and sustainable?nn- How can a firm differentiate itself? How might that limit growth?nn- What can small firms do effectively that large organizations cannot?nn- How do organizational issues such as incentives, hiring, and delegation limit growth and/or create advantages for small and growing enterprises?nnnGrades will be based on class participation, a group written assignment applying concepts from the class, and a take-home exam.
Last offered: Spring 2017

STRAMGT 547: Riding The Next Wave in Developing Economies

Today, innovative ventures in developing economies are providing compelling new products and services to a growing middle-class as well as to the lower part of the economic pyramid. These offerings provide consumers ways to better their lives and companies to grow their businesses. As older industries around the world are being disrupted, and entrepreneurial ecosystems in developing economies are evolving, entrepreneurs and investors now have reference points and "basecamps" to explore unique opportunities. These newly formed networks that include universities, incubators, accelerator programs, angel investor organizations and small venture capital firms are still lacking in breadth and depth, despite their attempts to follow the lead of Silicon Valley. Consequently, investors and founders face distinct and more numerous challenges that they would not encounter in Silicon Valley, such as small local markets, lack of scale-up funding, uncertain exit opportunities, inadequate talent pool more »
Today, innovative ventures in developing economies are providing compelling new products and services to a growing middle-class as well as to the lower part of the economic pyramid. These offerings provide consumers ways to better their lives and companies to grow their businesses. As older industries around the world are being disrupted, and entrepreneurial ecosystems in developing economies are evolving, entrepreneurs and investors now have reference points and "basecamps" to explore unique opportunities. These newly formed networks that include universities, incubators, accelerator programs, angel investor organizations and small venture capital firms are still lacking in breadth and depth, despite their attempts to follow the lead of Silicon Valley. Consequently, investors and founders face distinct and more numerous challenges that they would not encounter in Silicon Valley, such as small local markets, lack of scale-up funding, uncertain exit opportunities, inadequate talent pools and complex legal and political environments.Yet these developing economies are growing and becoming more connected. We are witnessing new technology-based products in these locations allowing problems to be solved at a scale never seen before. AI and machine learning, blockchain, smart sensors, IoT devices, natural language interfaces and AR and VR are just a few of the technologies not only being developed in Silicon Valley, but all over the world. Of course, smartphones, with their multi-faceted sensors, are now becoming ubiquitous. These trends present opportunities such as: replicating business models proven elsewhere; leapfrogging legacy technologies; targeting the base of the pyramid; and starting venture capital firms. Despite this fertile ground for new endeavors, success not only requires an exceptional product/market fit but great execution to start and scale a venture in problematic and sometimes adverse environments.This case-driven course is designed to help students identify new opportunities in developing economies around the world and across industries and to expose them to the challenges they will face. It is targeted at students who are thinking about creating, joining or investing in new ventures in developing economies.The cases and guests will reveal entrepreneurial challenges through the eyes of founders and investors who have seized these opportunities at different stages of the venture: ideation, launch and scaling. This course is designed to showcase innovative companies in high growth industries such as consumer internet, financial services, health care and education. It will feature the latest trends and opportunities in Asia, Eastern Europe, Middle East, Africa and Latin America. By taking this course, you will be better equipped to observe, explain and participate in developing economy ecosystems and the opportunities and challenges they present.
Terms: Aut | Units: 2

STRAMGT 549: Search Fund Garage

Search Fund Garage is an intensive hands-on, project-based course for students planning to pursue a search fund directly after or within a few years of graduation. Students will learn from the instructors, course peers, and class visitors, particularly top current search entrepreneurs, CEOs, attorneys and investors. This course is designed to assist students who are seriously pursuing a search fund, although some enrolled students will likely end up deciding not to pursue one. Those who have taken Entrepreneurial Acquisition (S543) or engaged in meaningful conversation with the teaching team will benefit the most from this more advanced, experiential course. By the end of the course, students will be prepared to or will already have raised search capital and launched their search, if they choose to do so. Pursuing custom self-developed work plans that target the aspect of the search fund path most relevant to them at the time of the course, students will evaluate and attract investors, more »
Search Fund Garage is an intensive hands-on, project-based course for students planning to pursue a search fund directly after or within a few years of graduation. Students will learn from the instructors, course peers, and class visitors, particularly top current search entrepreneurs, CEOs, attorneys and investors. This course is designed to assist students who are seriously pursuing a search fund, although some enrolled students will likely end up deciding not to pursue one. Those who have taken Entrepreneurial Acquisition (S543) or engaged in meaningful conversation with the teaching team will benefit the most from this more advanced, experiential course. By the end of the course, students will be prepared to or will already have raised search capital and launched their search, if they choose to do so. Pursuing custom self-developed work plans that target the aspect of the search fund path most relevant to them at the time of the course, students will evaluate and attract investors, structure their search entity, set up their process and outreach materials, identify attractive industries and companies, begin to reach out to business owners, and develop wisdom about what makes a deal attractive or unattractive, among other things. Students will work with business owners, mentors and industry experts to deeply understand the search fund model. Each student, or team, will contact real business owners and receive feedback on how they can be a more effective search fund entrepreneur. This course is offered by the Graduate School of Business. The class will combine the processes taught in Entrepreneurial Acquisition (S543) and detailed in the Primer on Search Funds (2016) with elements from the discovery process taught in Startup Garage (in particular, running preliminary experiments to test proposed methodologies). The course provides a supportive yet challenging environment that will help students step outside of their comfort zone and accelerate learning. By the end of the course each will be better prepared to launch a search than many of the searchers who have come before.
Terms: Spr | 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.
Last offered: Spring 2016

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.
Last offered: Spring 2016
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