printer friendly pageBIOE 376: Startup Garage: Design
Startup Garage is an intensive, hands-on, project-based course where students apply human-centric design, lean startup methodology, and the Business Model Canvas to conceive, design, and field-test new business concepts that address real world needs. Teams get out of the building and interact directly with users, industry participants, and advisors to deeply understand one or more unmet customer needs. They proceed to design, prototype, and test their proposed products or services and a business model. Teams working on impact-focused ventures will apply the same methodology to address the needs of their beneficiaries. Students develop entrepreneurial skills as they learn critical, cutting-edge techniques about launching a venture. The course is offered by the Graduate School of Business. PREREQUISITE: Team application required. See details and apply at
http://startupgarage.stanford.edu/details (login required).
Terms: Aut
| Units: 4
BIOE 377: Startup Garage: Testing and Launch
In this intensive, hands-on project based course, teams continue to develop their ventures based on a user need that they validated in preparation for 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 seed round financing 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:
BIOE 376 or a team application. See details and apply at
http://startupgarage.stanford.edu/details (login required).
Terms: Win
| Units: 4
CEE 227: Global Project Finance
Public and private sources of finance for large, complex, capital-intensive projects in developed and developing countries. Benefits and disadvantages, major participants, risk sharing, and challenges of project finance in emerging markets. Financial, economic, political, cultural, and technological elements that affect project structures, processes, and outcomes. Case studies. Limited enrollment.
Terms: Win
| Units: 3-5
Instructors:
Bennon, M. (PI)
CEE 246: Venture Creation for the Real Economy (MS&E 273)
CEE 246 is a unique course geared toward developing entrepreneurial businesses (both start-ups and internal ventures). This team, project-based class teaches students how to exploit emerging materials science, engineering and IT technologies to radically apply innovation to the real economy e.g., new products and services that produce real economic value for society as well as for the entrepreneurs. Areas of focus include: Sustainable Buildings and Infrastructure, Digital Cities and Communities, Clean Energy, Transportation and Logistics, Advanced Manufacturing, Digital Health Care, Web3.0, and Education. With one-on-one support from seasoned industry mentors and influential guest speakers, the course guides students through the three key elements of new venture creation: identifying opportunities, developing business plans, and determining funding sources. The class culminates with business presentations to industry experts, VCs and other investors. The goal is to equip students with the knowledge and network to create impactful business ideas, many of which have been launched from this class. To apply for this limited enrollment course, students must submit an application. Please visit the course website for additional information:
https://cee.stanford.edu/venture-creation
Terms: Win
| Units: 3-4
CHEM 296: Creating and Leading New Ventures in Engineering and Science-based Industries (CHEM 196, CHEMENG 196, CHEMENG 296)
Open to seniors and graduate students interested in the creation of new ventures and entrepreneurship in engineering and science intensive industries such as chemical, energy, materials, bioengineering, environmental, clean-tech, pharmaceuticals, medical, and biotechnology. Exploration of the dynamics, complexity, and challenges that define creating new ventures, particularly in industries that require long development times, large investments, integration across a wide range of technical and non-technical disciplines, and the creation and protection of intellectual property. Covers business basics, opportunity viability, creating start-ups, entrepreneurial leadership, and entrepreneurship as a career. Teaching methods include lectures, case studies, guest speakers, and individual and team projects.
Terms: Spr
| Units: 3
CHEMENG 296: Creating and Leading New Ventures in Engineering and Science-based Industries (CHEM 196, CHEM 296, CHEMENG 196)
Open to seniors and graduate students interested in the creation of new ventures and entrepreneurship in engineering and science intensive industries such as chemical, energy, materials, bioengineering, environmental, clean-tech, pharmaceuticals, medical, and biotechnology. Exploration of the dynamics, complexity, and challenges that define creating new ventures, particularly in industries that require long development times, large investments, integration across a wide range of technical and non-technical disciplines, and the creation and protection of intellectual property. Covers business basics, opportunity viability, creating start-ups, entrepreneurial leadership, and entrepreneurship as a career. Teaching methods include lectures, case studies, guest speakers, and individual and team projects.
Terms: Spr
| Units: 3
EDUC 288: Organizational Analysis
This is an introductory course in organizational behavior intended primarily for master's students. The course is applicable to a wide range of organizational settings, but pays particular attention to studies of schools, universities, nonprofit organizations, and social movements. The course has three goals: to explore a variety of organizational contexts; to investigate different theoretical approaches that elucidate these contexts; and to provide students different ways of "seeing" and managing organizations.
Terms: Aut
| Units: 4
Instructors:
Stevens, M. (PI)
EDUC 312: Relational Sociology (SOC 224B)
Conversations, social relationships and social networks are the core features of social life. In this course we explore how conversations, relationships, and social networks not only have their own unique and independent characteristics, but how they shape one another and come to characterize many of the settings we enter and live in. As such, students will be introduced to theories and research methodologies concerning social interaction, social relationships, and social networks, as well as descriptions of how these research strands interrelate to form a larger relational sociology that can be employed to characterize a variety of social phenomenon. This course is suitable to advanced undergraduates and doctoral students.
Terms: Win
| Units: 3-4
Instructors:
McFarland, D. (PI)
EDUC 374: Philanthropy and Civil Society (POLISCI 334, SOC 374, SUSTAIN 324)
Cross-listed with Law (
LAW 7071), Political Science (
POLISCI 334) and Sociology (
SOC 374). Associated with the Center for Philanthropy and Civil Society (PACS). Year-long workshop for doctoral students and advanced undergraduates writing senior theses on the nature of civil society or philanthropy. Focus is on pursuit of progressive research and writing contributing to the current scholarly knowledge of the nonprofit sector and philanthropy. Accomplished in a large part through peer review. Readings include recent scholarship in aforementioned fields. May be repeated for credit for a maximum of 3 units.
Terms: Aut, Win, Spr
| Units: 1-3
| Repeatable
6 times
(up to 18 units total)
EDUC 377G: Problem Solving for Social Change
(Also
GSBGEN 367). Stanford graduates will play important roles in solving many of today's and tomorrow's major societal problems -- such as improving educational and health outcomes, conserving energy, and reducing global poverty -- which call for actions by nonprofit, business, and hybrid organizations as well as governments. This course teaches skills and bodies of knowledge relevant to these roles through problems and case studies drawn from nonprofit organizations, for-profit social enterprises, and governments. Topics include designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing individuals' and organizations' behavior, ranging from incentives and penalties to "nudges;" human-centered design; corporate social responsibility; and pay-for-success programs. We will apply these concepts and tools to address an actual social problem facing Stanford University. (With the exception of several classes on strategy and evaluation, there is no substantial overlap with Paul Brest's and Mark Wolfson's course, Strategic Philanthropy and Impact Investing (
GSBGEN 319), which has a different focus from this one.)
Terms: Aut
| Units: 3
Instructors:
Brest, P. (PI)
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