2015-2016 2016-2017 2017-2018 2018-2019 2019-2020
Browse
by subject...
    Schedule
view...
 

1 - 10 of 23 results for: STRAMGT ; Currently searching winter courses. You can expand your search to include all quarters

STRAMGT 110Q: Making Sense of Strategy

Get the strategy right, and the chance for success is great. Nowhere is this more evident than in today's world of major challenges. Strategy is at the heart of problem solving and achieving objectives, yet few people can define strategy, much less understand how to conceptualize, design, and execute effective strategies that yield the best outcomes.This course will meet once a week to focus on interesting and engaging case studies, each of which illustrates a key ingredient of strategy. Some are well-known historical events, while others are less obvious, but all have a strategic lesson to share. They are quite diverse, from the planning of a high-risk rescue in the Colorado Rockies, to a product crisis in a Fortune 50 company, to a little-known failed military mission of WWII, to a commercial airline disaster. The ability to think through challenging and varied scenarios is both instructive and mind-stretching. There will be some pre-reading on each case study and there may be a fiel more »
Get the strategy right, and the chance for success is great. Nowhere is this more evident than in today's world of major challenges. Strategy is at the heart of problem solving and achieving objectives, yet few people can define strategy, much less understand how to conceptualize, design, and execute effective strategies that yield the best outcomes.This course will meet once a week to focus on interesting and engaging case studies, each of which illustrates a key ingredient of strategy. Some are well-known historical events, while others are less obvious, but all have a strategic lesson to share. They are quite diverse, from the planning of a high-risk rescue in the Colorado Rockies, to a product crisis in a Fortune 50 company, to a little-known failed military mission of WWII, to a commercial airline disaster. The ability to think through challenging and varied scenarios is both instructive and mind-stretching. There will be some pre-reading on each case study and there may be a field trip for students to put their lessons into practice. The course is designed to be highly interactive; all to enable students to unravel the mystery and power of strategic thinking. Students will also have the opportunity to select and analyze a case reflecting interests of their own. This course can help students not only prepare for a career in a range of fields, but also as they meet the challenges of their current coursework. Problem-solving skills are central in every walk of life; this seminar can help students build a stronger foundation for sound decision-making.
Terms: Aut, Win | Units: 3
Instructors: Demarest, D. (PI)

STRAMGT 202: Strategic Leadership: Crafting and Leading Strategy

This course is about the process of crafting, assessing and implementing strategies to win in the market. It is designed to help you understand, shape, and lead your organization¿s strategy by providing you with a framework for thinking about the issues that shape your organization¿s economic prosperity. In addition to an analytical framework, the course will provide you with insight into the process of formulating and assessing strategy for roles with cross-functional responsibility at all levels. The emphasis will be on how to articulate what the organization's strategy is, how to create alignment between the strategy, organizational design, and market environment, and the process of growing, managing and transforming organizations. The course is particularly well suited for students who have limited exposure to strategic analysis and/or who anticipate pursuing roles with primary responsibility for the success of products and services in both new and established organizations.
Terms: Win | Units: 2
Instructors: Sorensen, J. (PI)

STRAMGT 205: Strategic Leadership: Creating and Sustaining Growth

Many organizations are fundamentally committed to growth. This course examines how leaders and their organizations can create and sustain growth. Initially, entrepreneurial companies grow by discovering product-market fit, and then capitalize on that discovery by aligning their strategy and organization to their environment. As they mature, established companies grow by innovating anew, exploring possibilities and changing their organizations into new alignments with new opportunities. This course covers how leaders shape the process of discovery, change, and growth, and how strategy and organization combine to scale success. The course is geared toward students who seek to become entrepreneurs, students who want to join a growing firm in a strategic role, and for students who want to innovate to create new growth opportunities in an established firm.
Terms: Win | Units: 2
Instructors: Barnett, W. (PI)

STRAMGT 309: Strategies of Effective Product Management

This is a course about exploring the methods and processes for product management, largely in technology companies, and a look at what can lead to the most effective ways to coordinate customer needs, ensure accurate product development, and how to develop and use the appropriate tools needed to successfully sell products and services to customers from the perspective of the Product Manager. The course covers ways to think about product management depending on the type of product being delivered (new product introduction vs. reinvigorating an existing product) and also the skills and tools used by product managers for effective product management.This course is an extended version of STRAMGT 509.
Terms: Win | Units: 3

STRAMGT 321: Create a New Venture: From Idea to Launch I

S321/S322 is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from Idea to Launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students from within Stanford who bring expertise of particular relevance to the idea being pursued, e.g. engineering, CS or medicine. This course is designed not only for students with immediate entrepreneurial aspirations but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two-quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, test and morph their idea into a viable business concept. In the spring quarter, they will further test, refine their concept and develop a strategy and plan to attract financial, human and other resources. more »
S321/S322 is an integrated lab course in Entrepreneurship designed to teach students the process of creating a new viable venture - from Idea to Launch. It is a dynamic and interactive course organized around projects undertaken by teams of 3 to 4 registered students from the MSx and MBA programs, together with other graduate students from within Stanford who bring expertise of particular relevance to the idea being pursued, e.g. engineering, CS or medicine. This course is designed not only for students with immediate entrepreneurial aspirations but also for any student considering starting an entrepreneurial venture at some point in his or her career. The course is a two-quarter class, with admission to the class by team and idea. In the winter quarter, teams will research, craft, test and morph their idea into a viable business concept. In the spring quarter, they will further test, refine their concept and develop a strategy and plan to attract financial, human and other resources. At the end of the spring quarter, teams will present their plan to a panel of experts and potential investors to simulate the funding process. The course builds on important research, successes, and findings as they relate to the process of new venture creation. The teaching method is through a structured process of relevant mini-lectures, exercises and active in-depth team learning by doing (LBD). Extensive field research and prototype product development are integral to the course. Learning is further enhanced through meetings with the instructor, coaching by their assigned experienced mentors, experts, and review by peers. Informal student meetings/mixers will be held in the autumn quarter to further facilitate the formation of teams and assist in idea generation. The application process for S321/322,¿Create A New Venture: from Idea to Launch¿ is described on the course website.
Terms: Win | Units: 3
Instructors: Rohan, D. (PI)

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.
Terms: Win | Units: 3

STRAMGT 330: Entrepreneurship and Venture Capital: Partnership for Growth

This 3 unit course is designed for students interested in early-stage investing, venture capital, and/or entrepreneurship. The course content and projects are designed to be complementary to the dozens of great GSB courses about entrepreneurship such as Start-up Garage, Entrepreneurial Finance, Formation of New Ventures and Lean Launchpad. Our course, S330 -- Entrepreneurship & Venture Capital; Partnership for Growth, is one of a handful of GSB courses that delivers the investor's and entrepreneurs' viewpoint in a very candid format. The course takes the student on a journey divided into 3 different segments (investor strategies, current issues that affect your start-up, and best practices as you build your company). We have carefully selected 5 relevant topics for each segment. In the first segment of the course, we invite 5 different investors to illustrate the range of investor strategies as well as their differences in how they select their next big investment opportunity. These in more »
This 3 unit course is designed for students interested in early-stage investing, venture capital, and/or entrepreneurship. The course content and projects are designed to be complementary to the dozens of great GSB courses about entrepreneurship such as Start-up Garage, Entrepreneurial Finance, Formation of New Ventures and Lean Launchpad. Our course, S330 -- Entrepreneurship & Venture Capital; Partnership for Growth, is one of a handful of GSB courses that delivers the investor's and entrepreneurs' viewpoint in a very candid format. The course takes the student on a journey divided into 3 different segments (investor strategies, current issues that affect your start-up, and best practices as you build your company). We have carefully selected 5 relevant topics for each segment. In the first segment of the course, we invite 5 different investors to illustrate the range of investor strategies as well as their differences in how they select their next big investment opportunity. These investors represent Funds who are leaders in each of their specialties, such as Floodgate, Founder's Fund and the venture debt firm, WTI. The second segment of the course highlights 5 current issues that affect entrepreneurs as they launch their idea in this rapidly changing investor environment. These topics range from how to build an effective board to why there are not more women in VC to the consequences of 'too much money' in the VC ecosystem. The third segment of the course covers 5 tactical steps that are important to entrepreneurs as they build their company. We begin with how co-founders split their founder equity and then hear Mike Maples reflect on best practices for idea formation and scaling. We conclude with trade-offs in negotiating that first term sheet. Please see the syllabus for more specifics about course content and the business idea project. nThe majority of the classes are case-based, where the guest speakers (who are often the case protagonists) discuss how the issues in each case are relevant to today's start-up. We encourage challenging and meaningful class discussion to take the guests 'off-script' and focus on sharing the 'street smarts' of the entrepreneur and investor community. The course attracts students from many different backgrounds - those who are experienced entrepreneurs to those students who are experimenting with the idea of entrepreneurship for the first time. We also see students with significant investment experience share their start-up experience as they add to the class dynamic.
Terms: Win | Units: 3

STRAMGT 340: POWer: Building the Entrepreneurial Mindset from the Perspective of Women

This seminar will showcase women entrepreneurs and venture capitalists. We will explore the challenges and opportunities they encountered in starting and growing their ventures, and the personal and professional choices they have made. The sessions will include cases, readings, videos, panel discussions, role plays and breakout groups with the entrepreneurs and venture capitalists. The class will help you understand and build your entrepreneurial and growth mindset. You will leave the class with an individual roadmap and tools to help you be entrepreneurial throughout your career. Men are encouraged to enroll.
Terms: Win | Units: 3

STRAMGT 351: Building and Managing Professional Sales Organizations

The focus of this class is on the challenges and key issues associated with the creation and management of a professional sales organization. Our emphasis is developing and managing the selling effort of business-to-business and business-to-consumer capital goods and services. There will be relatively little emphasis on sales technique (i.e., students should not expect a course on "How to be a Better Salesperson"). The course is organized to follow the development of the sales function from strategic inception through to execution and implementation: choosing a go-to-market model (e.g., direct sales, no/low touch, VARs, OEMs, hybrid models); building and structuring the sales organization (e.g., sales learning curve, organizational structure, allocating territories and quotas); and managing the sales force (e.g., hiring/firing, compensation, forecasting, culture). We will address these topics in the context of both early stage ventures and later stage enterprises.
Terms: Win, Spr | Units: 4

STRAMGT 353: Entrepreneurship: Formation of New Ventures

This course is offered for students who at some time may want to undertake an entrepreneurial career by pursuing opportunities leading to partial or full ownership and control of a business. The course deals with case situations from the point of view of the entrepreneur/manager rather than the passive investor. Many cases involve visitors, since the premise is that opportunity and action have large idiosyncratic components. Students must assess opportunity and action in light of the perceived capabilities of the individuals and the nature of the environments they face. The course is integrative and will allow students to apply many facets of their business school education. Each section will have a specific focus.
Terms: Aut, Win, Spr | Units: 4
Filter Results:
term offered
updating results...
number of units
updating results...
time offered
updating results...
days
updating results...
UG Requirements (GERs)
updating results...
component
updating results...
career
updating results...
© Stanford University | Terms of Use | Copyright Complaints