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1 - 10 of 58 results for: STRAMGT

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 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: Win | Units: 3 | Grading: Letter (ABCD/NP)
Instructors: Demarest, D. (PI)

STRAMGT 207: Strategic Leadership

This course examines fundamental issues of general management and leadership within an organization. You will learn about setting an organization's strategic direction, aligning structure to implement strategy, and leading individuals within the firm. You will master concepts, frameworks, and tools to assess an industry and a firm's competitive environment, and to craft alternatives. You will study the interplay among formal structure, informal networks, and culture in shaping organizational performance. By integrating leadership theory, the lessons of practical application, and your own experience, you will develop skills and capabilities essential to leading others. And you'll gain a better understanding of your own leadership preferences, strengths, and weaknesses.
Units: 3 | Grading: GSB Letter Graded

STRAMGT 209: Leadership Laboratory

Having the opportunity to choose one's colleagues is rare in corporate life - we usually inherit them when we join an organization. More often than not, when we assume a management position in an organization, we inherit our subordinates as well.nnn- How do we maximize the performance of the teams we become part of? nn- What interpersonal skills give us influence? nn- Which interpersonal strengths can propel us to our next promotion?nn- What development areas might prevent our ascension to the executive suite?nnnIn the Leadership Labs, we focus on these questions. However, rather than tackle cases where you can distance yourself in comfortable analytical discussions, we throw you into experiential exercises, testing your ability to build effective relationships, motivate others, and influence outcomes. The Leadership Labs are designed for deep self-reflection about what behaviors you choose to use, the consequences of those behaviors, and given choices, how you might be even more productive.nnnIn total, there are ten Leadership Lab Sessions--six, three-hour Interpersonal Skills Labs, and four, 90-minute Managerial Skills Labs. The Interpersonal Skills Labs sessions are comprised of short lectures and increasingly challenging simulations and role-plays facilitated by the Arbuckle Leadership Fellows. The Leadership Fellows are second-year GSB students who have participated in a rigorous training program that prepares them to facilitate the exercises and cases used in the Interpersonal Skills Labs.nnnIn the 90-minute Managerial Skills Labs we examine several common managerial challenges faced by executives. Together with Faculty, students explore these topics using four case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. We have selected small to midsized businesses as the context for these discussions in order to highlight the impact that key decisions and their implementation can have on the broader organization. Class preparation should include not only analysis and conclusions, but also specific recommendations on implementation. Students should come to class prepared to role play important conversations between management and other key individuals.
Units: 1 | Grading: GSB Pass/Fail

STRAMGT 210: Managerial Skills

In the Managerial Skills Labs we examine several common managerial challenges faced by executives. Together with Faculty, students explore these topics using four case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. We have selected small to midsized businesses as the context for these discussions in order to highlight the impact that key decisions and their implementation can have on the broader organization. Class preparation should include not only analysis and conclusions, but also specific recommendations on implementation. Students should come to class prepared to role play important conversations between management and other key individuals.
Units: 1 | Grading: GSB Letter Graded

STRAMGT 257: Sloan: Strategic Leadership

This 9-session course focuses on situations where senior executives must execute strategic action fast because of rapidly changing environmental conditions. The focus of the course is on the approaches successful leaders use to recognize the need for strategic change early, determine which particular approach is likely to be successful, and then implement the change to its conclusion. Leaders in these situations often confront the problem that many people in the organization do not yet recognize the need for change and resist making the personal adjustments required. The course provides these leaders with tools to initiate and execute the changes required to address key strategic challenges: how to capitalize better on the position an organization occupies in its environment, how to reposition the organization relative to its competitors and how to develop and implement a plan to accomplish the required changes successfully.nnnGSB professor Robert A. Burgelman, an active field researcher of strategic change in complex organizations, and Dr. Robert Pearl, CEO of The Permanente Medical Group, Kaiser Permanente, who has taken one of the largest healthcare delivery organizations in the world through a major strategic change journey, jointly teach this course.
Units: 2 | Grading: GSB Letter Graded

STRAMGT 259: MSx: Generative Leadership

Generative Leadership: How to Create Innovative Ideas and Convey Them with ImpactnnnThere are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication.nnnDesign ThinkingnnnOutcome:nnParticipants learn to employ User Centered Design as promoted by the Stanford d.school. They become adept at Empathizing with the end user, practicing focused Need Finding, Defining the Problem, Ideating, Rapidly Prototyping and Adapting to Feedback.nnnExperiences:nnParticipants learn the Design Thinking process through a hands-on, collaborative design challenge, like redesigning the Briefcase for a specific user.nnnThe Improvisational MindsetnnnOutcome:nnThe participants increase their ability to respond flexibly to novel situations and to generate innovative solutions on a collaborative, creative team. The mindset is cultivated by practicing 5 key principles. Say "Yes, and". Treat Mistakes as Gifts. Inspire your Partner. Dare to be Obvious. Notice the World.nnnExperiences:nnThe key principles are taught through a series of immersive theater exercises derived from Johnstone, Spolin, and Ryan. Valuable readings include IMPROV WISDOM, by Patricia Ryan and journal articles on improv and brainstorming.nnnHigh Performance CommunicationnnnOutcome:nnThe final segment of the class is a chance to apply the principles of User Centered Design and the Improvisational Mindset to design and deliver messages that go beyond just transmitting information - they get results. Participants successfully use a version of the Design Thinking process to rapidly develop content that is tuned to the audience's needs, and that they can deliver in a way that is agile and responsive to real time feedbacknnnExperiencesnnGenerative Leadership culminates in a group presentation designed to influence key stakeholders. To be successful, participants will have to draw on all sections of the course. AS WE SPEAK is our text.
Units: 2 | Grading: GSB Letter Graded
Instructors: Klein, D. (PI)

STRAMGT 279: MSx: Global Strategic Management

This course introduces the basic concepts of strategic management, focusing on their application in a semi-globalized world, where international borders are less significant than in the past but still very important. There are texts that will be required reading, but each class will also feature a case discussion.
Units: 4 | Grading: GSB Letter Graded

STRAMGT 313: The New Business Ideas Workshop

This workshop provides students with a forum through which they can develop and receive feedback on a new venture idea. It covers: the process of finding new business ideas; how to research and vet a new idea; how to pivot an idea; how to build a business model around an idea; and how to ultimately pitch the idea to others. This workshop is most suited for students who do not have a new business idea or are in the very early stages of thinking about an idea. As part of the workshop, students will spend time helping classmates think through and improve their ideas. Students will have the option to present their ideas at the end of the quarter.
Units: 4 | Grading: GSB Student Option LTR/PF
Instructors: Reiss, P. (PI)

STRAMGT 315: From Launch to Liquidity

This course considers the challenges faced by start-ups in achieving liquidity. We take the perspectives of organizational behavior, marketing, and finance, and examine forks in the road faced by firms that have already launched products. Marketing topics include how to market firms for sale and calculating the addressable market. Organizational topics include hiring and firing, and the role of founders after sales. Finance topics include how the choice between sale and IPO affects value realized, and private equity exits.
Units: 4 | Grading: GSB Letter Graded
Instructors: Rauh, J. (PI)

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

This 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 Sloan and MBA programs, together with other graduate students within Stanford who bring expertise of particular relevance to the idea being pursued. 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, and morph their idea into a viable business concept. In the spring quarter they will further 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 new course builds on a predecessor course S356 "Evaluating Entrepreneurial Opportunities" and encapsulates new and important research and findings as they relate to the process of new venture creation. The teaching method is primarily learning by doing (LBD) through a structured process and supported by relevant lectures. Learning is further enhanced through meetings with the instructor, coaching by experienced mentors and review by peers. Field research as well as prototype product development are integral to the course. Since admittance to S321/S322 is by team and the quality of their idea, team formation takes place during the autumn quarter. Informal student mixers and seminars will be held to facilitate team formation and idea generation. Each team must consist of at least 2 enrolled Sloan students and preferably 1-2 enrolled graduate students from the MBA program or other Schools - Engineering, Medicine, Law, Science, Education - to bring diversity and depth to the team. The application-selection process is described on the S321/S322 website.
Units: 4 | Grading: GSB Letter Graded
Instructors: Rohan, D. (PI)
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