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41 - 50 of 62 results for: VPGE::Leadership ; Currently searching offered courses. You can also include unoffered courses

MS&E 273: Technology Venture Formation

Open to graduate students interested in technology driven start-ups. Provides the experience of an early-stage entrepreneur seeking initial investment, including: team building, opportunity assessment, customer development, go-to-market strategy, and IP. Teaching team includes serial entrepreneurs and venture capitalists. Student teams validate the business model using R&D plans and financial projections, and define milestones for raising and using venture capital. Final exam is an investment pitch delivered to a panel of top tier VC partners. In addition to lectures, teams interact with mentors and teaching team weekly. Enrollment by application: http://www.stanford.edu/class/msande273. Recommended: 270, 271, or equivalent.
Terms: Aut | Units: 3-4 | Grading: Letter (ABCD/NP)

MS&E 274: Dynamic Entrepreneurial Strategy

Primarily for graduate students. How entrepreneurial strategy focuses on creating structural change or responding to change induced externally. Grabber-holder dynamics as an analytical framework for developing entrepreneurial strategy to increase success in creating and shaping the diffusion of new technology or product innovation dynamics. Topics: First mover versus follower advantage in an emerging market; latecomer advantage and strategy in a mature market; strategy to break through stagnation; and strategy to turn danger into opportunity. Modeling, case studies, and term project.
Terms: Win | Units: 3 | Grading: Letter or Credit/No Credit

MS&E 275: Intelligent Growth in Startups

Explore the foundational and strategic elements needed for startups to be designed for "venture scale" at inception. Themes include controversial and disruptive insights, competitive analysis, network effects, organizational design, and capital deployment. Case studies, expert guests, and experiential learning projects will be used. Primarily for graduate students. Limited enrollment. Admission by application. Recommended: basic accounting.
Terms: Spr | Units: 3 | Grading: Letter (ABCD/NP)
Instructors: Miura-Ko, R. (PI)

MS&E 276: Entrepreneurial Management and Finance

For graduate students only, with a preference for engineering and science majors. Emphasis on managing high-growth, early-stage enterprises, especially those with innovation-based products and services. Students work in teams to develop skills and approaches necessary to becoming effective entrepreneurial leaders and managers. Topics include assessing risk, understanding business models, analyzing key operational metrics, modeling cash flow and capital requirements, evaluating sources of financing, structuring and negotiating investments, managing organizational culture and incentives, managing the interplay between ownership and growth, and handling adversity and failure. Limited enrollment. Admission by application. Prerequisite: basic accounting.
Terms: Spr | Units: 3 | Grading: Letter or Credit/No Credit

MS&E 472: Entrepreneurial Thought Leaders' Seminar

Learn about entrepreneurship, innovation, culture, startups and strategy from a diverse lineup of accomplished leaders and entrepreneurs in venture capital, technology, education, philanthropy and more. Open to all Stanford students. Required weekly assignment. May be repeated for credit.
Terms: Aut, Win, Spr | Units: 1 | Repeatable for credit | Grading: Satisfactory/No Credit

MS&E 489: d.Leadership (ME 368)

d.Leadership is a course that teaches the coaching and leadership skills needed to drive good design process in groups. d.leaders will work on real projects driving design projects within organizations and gain real world skills as they experiment with their leadership style. Take this course if you are inspired by past design classes and want skills to lead design projects beyond Stanford. Preference given to students who have taken other Design Group or d.school classes. Admission by application. See dschool.stanford.edu/classes for more information
Terms: Win | Units: 4 | Grading: Letter (ABCD/NP)

OB 381: Conflict Management and Negotiation

Conflict is unavoidable in every organization. The key question is how it will be handled: will it escalate to dysfunctional levels or will it be effectively managed? Hence, a first aim of the course is to develop your ability to analyze conflicts, to look beneath the surface rhetoric of a conflict, to isolate the important underlying interests, and to determine what sort of agreement (if any) is feasible. We'll analyze which negotiation strategies are effective in different conflicts. We'll also examine psychological and structural factors that create conflict and often pose a barrier to its resolution. But understanding how to analyze a conflict is not enough. To manage conflict effectively, you need a broad repertoire of behavioral skills. Developing these is the second aim of the course. To achieve this, negotiation exercises are used in every session. When playing a role in a simulated conflict, you will be free to try out tactics that might feel uncomfortable in a real one. You will get feedback from your classmates about how you come across. In sum, you can use this course to expand your repertoire of skills, to hone your skills, and to become more adept in choosing when to apply each skill.
Units: 3 | Grading: GSB Student Option LTR/PF
Instructors: Bendor, J. (PI)

OB 512: Creating, Building, and Sustaining Breakthrough Ventures

This course is designed to provide students with a summary of entrepreneurial processes that have successfully created, developed, and sustained breakthrough ventures. By "breakthrough" we mean ventures that have a lasting and positive impact, touching millions of lives. Examples are based on the experiences of Norman Winarsky, formerly President of SRI Ventures, Charles O¿Reilly, and invited speakers who are leading investors and entrepreneurs. They include companies like Siri, Nuance, Intuitive Surgical, Sandisk, Facebook, and others. Think of this course as a ¿master class¿. You will work with the professors and invited speakers to create and build your venture concept. We focus on all elements of building a breakthrough company, starting with the source of breakthrough venture ideas, advancing to building a great value proposition and business plan, recruiting a team, finding investors and board members, scaling the company, deciding whether to sell or go IPO, and ending with what more »
This course is designed to provide students with a summary of entrepreneurial processes that have successfully created, developed, and sustained breakthrough ventures. By "breakthrough" we mean ventures that have a lasting and positive impact, touching millions of lives. Examples are based on the experiences of Norman Winarsky, formerly President of SRI Ventures, Charles O¿Reilly, and invited speakers who are leading investors and entrepreneurs. They include companies like Siri, Nuance, Intuitive Surgical, Sandisk, Facebook, and others. Think of this course as a ¿master class¿. You will work with the professors and invited speakers to create and build your venture concept. We focus on all elements of building a breakthrough company, starting with the source of breakthrough venture ideas, advancing to building a great value proposition and business plan, recruiting a team, finding investors and board members, scaling the company, deciding whether to sell or go IPO, and ending with what it takes to build a company that can sustain itself through continuous innovation. At each step, we follow examples of companies we've helped build, and provide lessons of success as well as failure. The course will be highly interactive, and engage students in elements of building their own venture concepts.
Units: 2 | Grading: GSB Pass/Fail

SOC 356: Strategy and Organizations

Why are some organizations more competitive than others?  This is one of the defining questions of the interdisciplinary research field known as strategic management.  In this seminar, we will survey the field of strategic management as seen through the lens of organization theory, touching on the four main theoretical approaches that have developed there.nnnMost work in strategic management pays little attention to particular theoretical perspectives, and is organized more by the topic - the phenomenon being studied - such as market exit, growth, performance, mergers and acquisitions, innovation, and the like.  I have catalogued the research in strategic management both according to theoretical perspective and topic, and that structure is developed in this course.  Our goal is to help you to identify theoretical perspectives as you try to understand the strategy field.
Terms: Win | Units: 3 | Grading: Letter (ABCD/NP)
Instructors: Barnett, W. (PI)

SOMGEN 275: Leading Value Improvement in Health Care Delivery

Successful leaders on the journey to better care delivery methods with lower total spending inevitably face pivotal crises. What confluence of attitude, strategy, and events allows them to prevail? Contexts will include entrepreneurship and early stage investing, spread of higher value care delivery innovations, health care delivery system management, and private and public policy making to reward value. Guest faculty will include nationally recognized leaders and change agents, who will invite students to recommend alternative approaches to managing pivotal challenges. The course is open to any member of the Stanford community aspiring to lead higher value in health care delivery including graduate students, undergraduates, and postdoctoral candidates, as well as medical center residents and clinical fellows. May be repeated for credit
Terms: Aut | Units: 1 | Repeatable for credit | Grading: Medical Satisfactory/No Credit
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