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Entrepreneurship

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Application and fee apply.

Overview

The potential application for Bitcoin-like technologies is enormous. This course covers the technical aspects of engineering secure software, system interactions with crypto-currencies, and distributed consensus for reliability.

Instructors

  • Dan Boneh Professor of Computer ScienceStanford University

Topics Include

  • Altcoins
  • Bitcoin transactions
  • Consensus protocols
  • Cryptocurrency
  • Elliptic curves
  • Hash functions
  • Mining strategies and incentives
  • Proposed Bitcoin regulations
  • Zerocoin, zerocash

Units

3.0

Prerequisites

CS110CS255 is recommended

Certificates and Degrees

Bitcoin and Crypto Currencies

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Date: 
Monday, September 26, 2016
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Value investors like Warren Buffett can beat not only the stock market, but also most other money managers as well. Why? What do value investors do differently from other investors? And if value investing works so well, why do so few people use it? 

In this online course, we will learn the fundamentals of analysis, projection, valuation, and implementation. We will first learn to analyze companies’ historical performance by calculating vital metrics like return on invested capital. Second, we will discover how to project future corporate performance using frameworks like Porter Five Forces analysis. Third, we will master how to value a stock. And finally, we will learn how to implement a value strategy by steering clear of short-term reporting, biases, and other hurdles. By tackling the tools of value investing and the keys to their implementation, students will gain insight into the capital management strategy that performs best over the long term. 

Investing

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Date: 
Tuesday, July 5, 2016 to Tuesday, August 30, 2016
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Course topic: 

Technology Entrepreneurship (TE)

TE introduces the fundamentals of technology entrepreneurship pioneered in Silicon Valley and now spreading globally.

This is an online course where participants are learning in teams and practicing entrepreneurship through concrete projects, some of which have become real startups.

With more than 200000 students throughout 8 sessions, TE has grown into a worldwide community of entrepreneurs learning the best startup methodologies and developing their ideas. Many of the alumni are continuing to build their startups beyond the class and mentoring teams in new cohorts.

https://novoed.com/embeddings/160551

We now offer 4 regular runs of the class, one each quarter, split in two sessions, TE1, focused on early idea validation, and TE2, oriented toward product market fit.

Technology Entrepreneurship Part 2

This is the second part of TE with a focus on moving forward a tested idea and starting to test marketing channels and doing your first few sales. By the end of this class you will have a refined business model with an understanding of the necessary partnerships, how to reach your customers and what price and sales model to use. You will also begin exploring funding options and build a list of potential investors.

Instructor

Professor Chuck Eesley

Chuck Eesley

Assistant Professor, Management Science & Engineering, Stanford University

Instructor(s): 
Chuck Eesley
Tech Entrep.

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Date: 
Wednesday, September 13, 2017
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Fall Program Starts: September 13, 2017

Application Deadline: August 16, 2017

(No application fee. Program tuition is $16,000)

Video Introduction

Meet faculty director Peter DeMarzo, and hear how Stanford LEAD will help you accelerate change and transformation in your organization.

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Immerse yourself in an interactive learning experience that’s powered by technology, fueled by innovation, and taught by tenured Stanford GSB faculty.

Learn. Engage. Accelerate. Disrupt. The LEAD certificate program provides a unique online learning environment in which participants and faculty openly discuss, debate, question, challenge, comment, support, and share.

This is an academically rigorous program, focused on corporate innovation, that includes video lectures, live events, classwide discussions, small team projects, and direct faculty feedback.

One year and eight courses later, you’ll receive 24 continuing education units, or CEUs, and a Stanford GSB certificate that demonstrates your drive and motivation, skills, and leadership ability.

Key Benefits

Learn new skills and strategies, and immediately apply what you’ve learned to drive innovation in your organization.

  • Acquire business tools and techniques to implement and accelerate change in your organization.
  • Collaborate and innovate with a small, select group of peers through team projects, class discussions, and ongoing feedback.
  • Iterate and innovate on the job, applying new learnings to real-world business challenges.
  • Showcase your success and demonstrate your skills and leadership with a prestigious Stanford GSB certificate.
  • Earn 24 CEUs.
  • Build a valuable network of highly qualified peers from around the globe.

Who Should Attend

  • Highly motivated professionals from around the world who crave an intense, immersive learning experience from Stanford GSB
  • Professionals who are committed to driving change in their organizations
  • Aspiring leaders from large and small companies who are developing new products, services, or markets or who are embarking on strategic pivots or cultural changes within their organizations.
LEAD certificate program

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Date: 
Monday, June 20, 2016 to Friday, August 12, 2016
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COURSE DESCRIPTION: 

What makes one product good and another great? Is the ability to drive game-changing innovation an inborn gift or a practice any person can develop? This course explores the brain science and psychological methodology of creative ideation and introduces new paths to elevating our “visionary quotient” as business innovators and leaders. 

We will explore neuroscience, design thinking, and mindfulness in product development as they relate to new thinking about the innovation process and the creation of extraordinary brand experiences. Drawing on leading-edge research in design and psychology— as well as timeless wisdom, Silicon Valley history, and the classic book Zen and the Art of Motorcycle Maintenance, which has guided many of the Valley’s most impactful business leaders—this course zeros in on the tangible and intangible attributes that make products great. With case studies spanning Apple, Google, Airbnb, Facebook, and other success stories, this course will illuminate new ways to guide product ideation, brand, and design. Entrepreneurs, marketers, developers, or anyone who wants to “think different” about innovation and take their impact to the next level will find actionable, differentiating insight in this course. 

Ellen Leanse, Tech Advisor; Entrepreneur

Ellen Leanse coaches startup teams and writes on innovation, mindfulness, and product design. She has advised more than forty technology companies, including Facebook, Microsoft, NeXT, Oracle, Intuit, and Samsung, and has worked with entrepreneurs in Africa, Asia, India, Latin America, and across the US. A member of the Macintosh launch team, Leanse was Apple’s first User Evangelist and forged the company’s pioneering steps into online communities. In 2012, PandoDaily named her as one of technology’s “Top Five Marketers” and the Silicon Valley Business Journal recognized her as a “Silicon Valley Woman of Influence.” She spoke on “Happiness by Design” at TEDxBerkeley 2016.

Textbooks for this course:

(Required) David Rock, Your Brain at Work (ISBN 0061771295)
(Recommended) Nir Eyal, Hooked (ISBN 1591847788)

DOWNLOAD THE PRELIMINARY SYLLABUS » (subject to change)- See more at: https://continuingstudies.stanford.edu/courses/professional---personal-d...

Unleashing Creative Innovation

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Date: 
Monday, May 2, 2016 to Friday, May 27, 2016
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COURSE DESCRIPTION

Economics professors Paul Oyer, Mike Mazzeo, and Scott Schaefer have spent the past six years visiting small to medium-sized ventures around the world, gathering stories of success and failure.

This course uses those stories to provide lessons that can help business leaders identify new opportunities and avoid pitfalls as their company reaches for the next level. We will do a deep dive into key strategy concepts, based on economic fundamentals, that will help you think about growing your business. You will learn about these concepts through the examples of real-life businesses and then practice applying the concepts to your business (or a business you know well).

During the course, we'll ask you to think about questions like:

  • What scales and what doesn't?

  • What does your cost structure tell you about your future?

  • Where can you add value for your customers so that they will be willing to pay a price that can ensure you stay profitable as you grow?


Strategic Thinking for Growing Your Enterprise will conclude with a final team project where you will analyze and address a key strategic growth challenge of a business.

Most of the course material will be self-paced, but there will also be live webinars where you can ask the professors questions about challenges you face and participate in discussions with business owners whose companies you learn about in the class content.

By the end of the course, you will:

  • Understand the economic foundations of strategy (but we promise not to do too much math to get you there)
  • 
Make an analytical case to support a strategic growth initiative

  • Be in a position to make analogies from cases/examples to other organizations
Hopefully, have a lot of fun!



PREREQUISITES

None.

TECHNICAL REQUIREMENTS

You need a computer that allows you to watch the video lectures, and the ability to upload your assignments, which will be images, videos, slides, and text. You should also be prepared to collaborate with teammates via email, Skype, and other free online tools.

COURSE STAFF

Paul Oyer
​Fred H. Merrill Professor of Economics in the Stanford University Graduate School of Business

Paul Oyer has been on the Stanford faculty since 2000, where he teaches classes in Economics, Strategy, and Human Resource Management. He is also a Research Associate with the National Bureau of Economics and the Editor-in-Chief of the Journal of Labor Economics. Paul does research in the field of labor economics. In addition, he is the author of two books -- "Roadside MBA" (with Michael Mazzeo and Scott Schaefer) and "Everything I Ever Needed to Know About Economics I Learned from Online Dating". Thanks to his ongoing collaboration with the other instructors of this MOOC, Paul has visited all fifty states, spent a day on a dairy farm, and driven across shockingly expensive toll bridges throughout Scandinavia.

Scott Schaefer
Kendall D. Garff Chair in Business Administration at the University of Utah's David Eccles School of Business

Scott Schaefer joined the University of Utah faculty in 2005, and served as Associate Dean from 2009 to 2012. Prior to moving to Utah, he taught for ten years Northwestern's Kellogg School of Management, where he held the Richard M. Paget Chair. Scott does research on the economics of organization, with an emphasis on employment relationships and decision-making inside firms. He has won multiple teaching awards at both Kellogg and Utah, and has co-authored the booksEconomics of Strategy and Roadside MBA. Scott holds a PhD from the Stanford Graduate School of Business, and enjoys driving rental cars on two-lane roads with spotty cell coverage.

Michael Mazzeo
Associate Professor of Strategy at Kellogg School of Management

Mike Mazzeo is an Associate Professor in the Strategy Department of the Kellogg School of Management, and a Faculty Associate at Northwestern University's Institute for Policy Research. He teaches Kellogg's core MBA and EMBA classes in Business Strategy, and is a three-time recipient of the school's Core Course Teaching Award. He is the Academic Director of Kellogg's open enrollment executive program in Competitive Strategy. He joined the faculty in 1998 after completing his PhD in economics at Stanford University.

FAQ: 

Will I get a Statement of Accomplishment?

Subject to satisfactory performance and course completion, you will receive a statement of accomplishment signed by the instructor.

How much of the time commitment will this course be?

Expect to spend between 2 - 3 hours per week on the course over the four-week period. This class is mostly asynchronous and does not meet at specific times. Live webinars will be recorded for those who are unable to attend at the scheduled time.

Any additional textbooks or software required?

There is no textbook for this course. The instructors have written a book called Roadside MBA: Backroad Lessons for Entrepreneurs, Executives and Small Business Owners if you are interested in learning more about the material covered in this course.

Strategic Thinking for Growing Your Enterprise

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Date: 
Monday, March 28, 2016
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This course is offered by Stanford's Graduate School of Business. Application and fee applies.

Course Description

The best and most innovative ideas will never see the light of day unless they can obtain funding. How can you, as a manager or entrepreneur, make the most convincing case to advance your projects and make them attractive to senior decision makers or outside investors? And how do successful companies and investors pick the best products and manage R&D investments? Effective product innovation relies on clearly defined financial models and analysis. This course will explore the tools of financial valuation and their role in investment decisions faced by managers, entrepreneurs, and investors. You will learn the difference between earnings and cash flow, the importance of net working capital, and the determinants of a firm's cost of capital. You will explore the sources and drivers of value and how to maximize created value. Finally, you will apply financial valuation tools to understand how firms are valued by investors, considering both publicly traded and venture-backed firms.

Learn How To:

  • Identify the determinants of earnings, cash flows, and shareholder value
  • Build a financial model to assess the value proposition for a product or investment
  • Analyze and optimize the sources and drivers of firm value
  • Value projects, firms and new ventures

Faculty

  • Peter DeMarzo

Additional Resources

Watch a free webinar with Peter DeMarzo:

Financing Innovation

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Date: 
Sunday, April 3, 2016 to Friday, June 3, 2016
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Course topic: 

The Course

This course introduces the fundamentals of technology entrepreneurship, pioneered in Silicon Valley and now spreading across the world. You will learn the process technology entrepreneurs use to start companies. It involves taking a technology idea and finding a high-potential commercial opportunity, gathering resources such as talent and capital, figuring out how to sell and market the idea, and managing rapid growth. To gain practical experience alongside the theory, students form teams and work on startup projects in those teams. This is the 7th offering of the class. In total nearly 200,000 students from around the world have participated and worked in teams together in this class. The the best teams at the end of the class pitched their ideas to investors. Many of the alumni of the last class are continuing to build their startups and will be mentoring teams this time. By the conclusion of the course, it is our hope that you understand how to: 1. Articulate a process for taking a technology idea and finding a high-potential commercial opportunity (high performing students will be able to discuss the pros and cons of alternative theoretical models). 2. Create and verify a plan for gathering resources such as talent and capital. 3. Create and verify a business model for how to sell and market an entrepreneurial idea. 4. Generalize this process to an entrepreneurial mindset of turning problems into opportunities that can be used in larger companies and other settings.

More Information

  • Workload: 10-20 hours per week.
  • Technical Requirements: You need a computer that allows you to watch the video lectures, and the ability to upload your assignments which will be reports and powerpoint/video presentations.
  • Statement of Accomplishment: Subject to satisfactory performance and course completion, you will receive a statement of accomplishment signed by the instructor. This statement will not stand in the place of a course taken at Stanford or an accredited institution.

Instructor(s): 
Chuck Eesley
Tech Entrep.

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Date: 
Tuesday, March 29, 2016
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Starts in March. Enroll Now!

Overview

Design is central to all engineering, but especially to control system design. Learn the process of analyzing and designing feedback control systems starting from a physical model of a system which will focus on everyday applications. Lectures are delivered by faculty who describe their real world experience with control system design and share their analysis from a variety of fields.

Instructors

Topics Include

  • Feedback Control
  • Modeling of Physical Systems
  • Root Locus Design
  • Nyquist Stability Criterion
  • System Sensitivity and Robustness

Units

3.0

Grading

Use of MATLAB (SIMULINK) throughout the course.

  • Homework (Weekly)
  • Midterm
  • Final Exam

Prerequisites

EE102, ME161, or equivalent

Tuition & Fees

For course tuition, reduced tuition (SCPD member companies and United States Armed forces), and fees, please click Tuition & Fees.

Feedback Control Design

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Now Open!

Overview

An innovative product may be a feat of engineering, but that does not necessarily turn it into a commercial success. What makes the difference between success in the lab and in the marketplace is the business model, which describes how we will create and deliver value for our customers, and how we will extract some of that value for our own organization. The business model encompasses our product or service, our customers, and the economic engine that will enable us to meet our profitability and growth objectives. Business model analysis is important for both startups and new businesses, which need to discover a successful business model, and for established businesses, which often need to defend or evolve their business models.

This course develops a structured way to think about business models and uses exercises and examples to train you in the science of business model analysis and to help you practice the art of business model construction.

You Will Learn

  • Build a business model for your own innovation.
  • Analyze the business models of competitors and incumbents.
  • Understand the economics underlying common business models.
  • Understand the "flywheel" that propels a business model to success.
  • Present your business model in a coherent and logical fashion.

Instructors

Questions

Please contact us at 650.741.1630 or
stanford-innovation@stanford.edu

Tuition

Building Business Models

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