Course Descriptions
Robert A. Burgelman
Edmund W. Littlefield Professor of Management; Executive Director of the Stanford Executive Program

George G. C. Parker
Dean Witter Distinguished Professor of Finance, Emeritus; Faculty Director of the Stanford Sloan Master’s Program

This course takes the perspective of the general manager and explores two key facets of strategic leadership: setting strategic direction and managing the strategy-making process in established firms. Participants discuss the key challenges associated with creating and maintaining long-term vision and profitable growth in established firms, and then analyze the interplays between business, corporate, divisional, and personal levels of strategy-making.

This course provides a broad overview of corporate finance, financial policy, and the capital markets and is designed to apply to both finance novices and advanced practitioners. Topics covered include financial analysis, financing requirements, financial strategy, valuation concepts, required rates of return, capital structure, financial distress, and restructuring.

Madhav V. Rajan
Robert K. Jaedicke Professor of Accounting; Senior Associate Dean for Academic Affairs; Professor of Law (by courtesy), Stanford Law School

Edward P. Lazear
Jack Steele Parker Professor of Human Resources Management and Economics; Morris Arnold Cox Senior Fellow, Hoover Institution; Senior Fellow (by courtesy), Stanford Institute for Economic Policy Research; Professor of Economics (by courtesy), School of Humanities and Sciences

This course investigates broad principles and topics of current interest related to financial reporting and management control. Participants spend the first half of the course reviewing and critiquing elements of financial reporting and the second half discussing approaches to management control, the process whereby managers assure that resources are obtained and used efficiently to accomplish an organization’s objectives.

The goal of this course is to discuss important public policy issues and how they affect the macroeconomy. Participants will be given the tools to understand public policy, its impact on society, and how policy can affect businesses. A mix of past and current public policy issues will be reviewed, followed by discussion of which industries or firms see gains or losses and why.


Courses subject to change.

as well as rigorous data analysis. Professor of Economics (by courtesy). and Ann M. One especially problematic aspect of corporate governance is the level of compensation paid to senior-level executives. Barlow Professor of Political Economy. Management of a company’s interactions with the public and with governments is critical. Director. This course will focus on identifying these critical communication skills and providing ideas and tools for strengthening them. The objectives of this course are to examine the broad. In addition to short case studies. Development and Research. Senior Faculty of the Arthur and Toni Rembe Rock Center for Corporate Governance at Stanford STRATEGY BEYOND MARKETS Kenneth W. CORPORATE GOVERNANCE AND EXECUTIVE COMPENSATION David F. SEED on the Ground This course presents a systematic theory of process performance to guide managers in implementing initiatives related to business process re-engineering or operational design. Larcker James Irvin Miller Professor of Accounting. BUSINESS PROCESS DESIGN James M. gsb. Holden Professor of Organizational Behavior. Morgan Stanley Director of the Center for Leadership. The “Names” in the class title refers to the identities of corporate trading partners – not large and anonymous markets. Stanford Law School. Director of the Center for Leadership Development and Research This course explores recent microeconomic research that concerns the economics of interactions between small numbers of individuals and organizations. Flynn Paul E. but also to any participant curious about why some business processes in their organization work better than others. nonmarket environment in which organizations conduct business. 2 Courses subject to change.STA N F O R D E X E C U T I V E PR O G R AM / CO R E CO UR SE S MICROECONOMICS WITH NAMES David M. The Hank McKinnell-Pfizer Inc. and to convince them that yours is the right course of action. Patell Herbert Hoover Professor of Public and Private Management. to provide practical insights into corporate governance. Shotts David S. School of Humanities and Sciences COMMUNICATION AND COLLABORATION IN THE WORKPLACE Francis . the course will draw upon economic and behavioral foundations. Director of the Corporate Governance Research Program. participants examine applications of the “new” microeconomics to competitive analysis. and to consider standards of responsibility and accountability for these nonmarket strategies. The goal of this course is to help participants improve and enhance the impact of their everyday communication. change. The curriculum applies not only to managers who are directly responsible for operations. to formulate effective strategies for this environment. what separates leaders from average managers is the ability to move people toward a common goal — to persuade them. Beyond intelligence and technical skills. After discussing concepts such as reciprocity and reputations. Professor of Political Science (by courtesy). Kreps Adams Distinguished Professor of Management. human resource management. Stanford Institute for Innovation in Developing Economies. Professor of Law (by courtesy). to cajole them. particularly in the context of work collaboration. This course will analyze these debates and develop a framework for understanding observed corporate governance and executive compensation. School of Humanities and Sciences The choice of how to govern the corporate enterprise is one of the most controversial and highly debated topics in management practice. or improvement. both for value creation and for social responsibility and accountability. and other areas of business.stanford.

and design and manage channels of distribution. Magowan Professor of Marketing SCALING ORGANIZATIONAL CHANGE Hayagreeva Rao Atholl McBean Professor of Organizational Behavior and Human Resources. intellectual.stanford. build and manage brand equity. gsb. WINNING THROUGH INNOVATION Charles A. participants discuss how to create and deliver value to customers. It addresses the need to both encourage and grow the good behaviors required of employees while. enhance customer intimacy and relationships. Yet the puzzling evidence is that these organizations often lose their competitive edge. O’Reilly III Frank E. Gruenfeld Moghadam Family Professor of Leadership and Organizational Behavior The ability to function effectively within a hierarchy is a crucial determinant of managerial and personal success. at the same time. Professor of Sociology (by courtesy) To ensure that their firm offers something of value to customers. During this . This course explores the strategies and processes of leading ambidextrous organizations – companies that are able to compete successfully in mature markets and industries while simultaneously capitalizing on emerging markets and technologies. position and market new products. Successful companies have all the resources and capabilities necessary to stay on top: financial. and technological. This course provides successful skills and strategies that managers can use to appropriately scale behavioral change within an organization. sustain competitive advantage over product life cycles. 3 Courses subject to change.STA N F O R D E X E C U T I V E PR O G R AM / CO R E CO UR SE S DELIVERING CUSTOMER VALUE THROUGH MARKETING James M. and the ability to move flexibly among different hierarchical roles. marketers must understand how customers decide upon and acquire the products and services that satisfy them. Lattin Robert A. This course draws on the art of acting and the science of psychology to show participants how their nonverbal behaviors affect their status and power. effectively reducing instances of the bad behaviors that can inhibit growth and organizational change. Buck Professor of Management ACTING WITH POWER Deborah H. yet many people struggle with “authority issues” that make certain hierarchical roles and positions difficult for them.

Holloway Professor of Operations.O. and to empower others around them to make effective decisions for their organizations. and using real options to evaluate strategic decisions and investment opportunities. 4 Courses subject to change. Kimball Professor of Organizational Behavior This course examines how and why certain leaders are more successful in their attempts to engage people both inside and outside their organizations.G. This course teaches participants how to better understand customers in order to make optimal product and pricing decisions. to create high-trust environments. ideate new products and services. ENGAGING LEADERS AND THE POWERFUL ORGANIZATIONS THEY CREATE Roderick M. Kramer William R. Department of Bioengineering. Information and Technology. Professor of Bioengineering (by courtesy). In particular. In this course. Four case studies will be used to delve deeper into planning and implementation during the start-up phase of a venture and to illustrate the sizable shifts companies must make over time to keep the growth engine going. Schools of Medicine & Engineering CUSTOMER-FOCUSED PRODUCT MARKETING . Pfleiderer C. the sessions will explore how creative leaders use positive values and identities to motivate others. School of Law This course examines the various growth avenues available to build a new. teams will learn how to apply the design innovation process to identify unmet user needs. and develop viable implementation plans. Miller Distinguished Professor of Finance. Emeritus Design and Innovation Thinking empowers multidisciplinary teams to apply design. and business skills to create comprehensive service-based solutions to address the needs of underserved populations. participants cover the fundamentals of derivatives and derivative pricing and then explore a number of applications to corporate finance including capital structure. sustainable. In this course. Professor of Law (by courtesy). executive stock options. engineering. DESIGN AND INNOVATION THINKING Stefanos Zenios Charles A.STA N F O R D E X E C U T I V E PR O G R AM / E L E CTI V E CO UR SES ELECTIVE COURSES BUILDING SUSTAINABLE HIGH-GROWTH VENTURES George Foster Konosuke Matsushita Professor of Management OPTIONS AND DERIVATIVES IN MODERN CORPORATE FINANCE Paul C. high-growth venture whether in the form of a new company or a new unit within an existing company. tools. Participants then examine the assessment and measurement of customer perceptions using the perceptual map as a framework for analyzing different competitive products or services from the customer point of view. and resources to understand and satisfy an important need faced by users of the organization’s products or services. The course first focuses on conjoint analyses — methods that assess the value customers place on different factors of a product or service — and determine how they trade off these values in making brand choice decisions. An understanding of derivatives (and particularly options) is absolutely essential for understanding the practice of finance in the modern corporation.stanford. “Seenu” Srinivasan Adams Distinguished Professor of Management. The purpose of this course is to empower participants with design methodology. Professor of Health Care Management. risk management. gsb.

Director of the Summer Institute for General Management Developments in information and communication technologies have enabled the creation and widespread adoption of online platforms that connect consumers to one another and to businesses. Stanford Woods Institute for the Environment DISCOVERING SUCCESSFUL BUSINESS MODELS William P. gsb. and by harnessing competition as a source of continued innovation. Arbuckle Professor of Economics. This elective course focuses on the opportunities and challenges presented by such online platforms.STA N F O R D E X E C U T I V E PR O G R AM / E L E CTI V E CO UR SES ENVIRONMENTAL SCIENCE AND MANAGEMENT Erica L. While successful business models are often discussed and examined for their value as a preplanned approach to business. The course then looks at how firms develop stars among typical employees. Affiliated Faculty. participants will discuss the strategies of a number of different online (and some off-line) platforms and examine market development strategies and business models for online platforms. with sessions focused on Earth’s critical life-support systems and an examination of the financial mechanisms for sustaining them. Stanford Woods Institute for the Environment This course will dive into the issues surrounding ecosystem services and climate change. In these sessions.stanford. This elective course reviews the three essential ways that successful business models are discovered: through exploration into new possibilities. Information and Technology. conservation ecologist and founder of The Nature Capital Project. The goal of this course is to make the time spent managing people more productive by increasing the rate of return on the hiring and development of star talent. Plambeck Walter Kenneth Kilpatrick Professor of Operations. Chair of the Intergovernmental Panel on Climate Change. through improved exploitation of what we already know. Daily. the fact is that most successful business models are actually discovered as the result of an iterative process conducted over time. Siebel Professor of Business Leadership. The first two sessions will be cotaught by Professor Gretchen C. and then finally asks. Strategy. The last two sessions will be co-taught by Professor Chris Field. Senior Fellow (by courtesy). and Management. 5 Courses subject to change. ONLINE PLATFORMS Haim Mendelson Kleiner Perkins Caufield & Byers Professor of Electronic Business and Commerce. Director of the Center for Global Business and the Economy. asking when and how firms should acquire stars and when they should build stars. Participants will receive a scientific primer on climate change and will discuss associated business risks and opportunities. how do you change before you fail? The emphasis is on aligning the firm’s strategic focus with its culture and the mechanisms it uses for developing talent. The course begins by focusing on those at the top of the talent . and Organizations. Barnett Thomas M. Director of the Stanford Global Supply Chain Management Forum BUILDING STAR PERFORMERS AND TRANSFORMING ORGANIZATIONS Kathryn Shaw Ernest C. if you’ve got it wrong.

CHINESE ECONOMIC REFORM AND CURRENT ECONOMIC ISSUES This workshop will be hands-on using Excel in an interactive setting. Nicholas Hope Director. bad demographics. While engaging in live negotiation exercises. In this session we will examine the main issues that arise in analyzing reasoning and the tools we can use to address them. McCoy-Banc One Corporation Professor of Economics NEGOTIATION THEORY. EXCEL OVERVIEW. Patell Herbert Hoover Professor of Public and Private Management. it also requires that we consider the reasoning process that the other players may employ. and uneasy immigration. introductory knowledge of Excel. STRATEGIES.S. INTRODUCTORY WORKSHOP ON COMPUTER SIMULATION James M. some current concerns about a weakening in Chinese growth prospects.stanford.STA N F O R D E X E C U T I V E PR O G R AM / E L E CTI V E CO UR SES OPTIONAL LECTURES AND WORKSHOPS STRATEGICALLY REASONING IN GAMES Yossi Feinberg John G. However. and to further understand the assignments from the core accounting course. Professor D’Alimonte discusses what the European Union is today. Participants gain an intellectual and experiential understanding of the process of negotiation — an understanding that spans not only different types of negotiations but also alternative strategies for maximizing individual and joint outcomes in various situations. The sessions will offer some tips and tricks for using Excel for financial modeling. what its prospects are in the near term. Stanford China Program This session focuses on the progress of Chinese reform. Stanford Institute for Innovation in Developing Economies. Director. Italy This workshop will demonstrate the computer simulation software used during Professor Patell’s core sessions. Participants will be expected to have only a basic. Stanford Center for International Development. Additionally. participants also are introduced to a strategic framework for creating and claiming value in negotiation settings. high unemployment. Carli. AND TACTICS Margaret A. 6 Courses subject to change. and to what extent it can contribute to the solution of the economic puzzle. and China. this session confronts the major economic issues facing the European Union today with particular regard to low . and the main international issues that occupy the dialogue between the U. LUISS-Guido. SEED on the Ground THE EUROPEAN PUZZLE Roberto D’Alimonte Professor of Political Science. as well as how they reason about us. Director. AND EXAMPLES Paul Oyer The Fred H. Merrill Professor of Economics In these two sessions. REVIEW. PLANNING. Neale Adams Distinguished Professor of Management Game theory allows us to incorporate the preferences and actions of others into our decision process. gsb. and open a forum for discussion of various simulations and user experiences.

WHY THE WEST RULES — FOR NOW Ian Morris Jean and Rebecca Willard Professor of Classics. administrations—which have tended to focus on countries led by populists. and asks what the 21st century might hold. Positive health-related behaviors also significantly impact your career and bring substantial benefits to your business. The Stanford Executive Program encourages a healthy lifestyle. Stanford Graduate School of Business Over the past two decades a quiet revolution has taken place in the largest economies of Latin America. This lecture is intended to challenge you to think about ways in which your lifestyle either promotes or inhibits good health. Teri Greco Internist and Endocrinologist at Stanford University School of Medicine. The solution will require restructuring the health care delivery system. most particularly Brazil. positive. the benefits of which extend far beyond yourself and your family. Twenty-first century health care requires integration. and productive environment during your stay on the Stanford campus. This quiet revolution has not. the most important modifiable factor in health and longevity remains lifestyle.stanford. Director of the Center for African Studies Six of the 10 fastest growing economies in the past decade were on the African continent. IMPACT OF A HEALTHY LIFESTYLE Dr. History. What brought this transformation about? And is it sustainable? This lecture explores Africa’s past and present. expand coverage to 50 million uninsured. This represents a stunning reversal of fortune after four decades of economic stagnation. Across most of the nation. more convenient care. AFRICA EMERGING: THE DECADE AHEAD Despite huge scientific and medical advances in our understanding of the molecular biology. trade and investment barriers have been knocked down. and pharmacotherapy of disease. You will also hear about the opportunities available to help you create a healthy. in which governments have become more limited in their authority and discretion. medical practice remains a fragmented. companies. We will focus on health behaviors that will have the most important effect on your wellness and quality of life and develop a personal plan for achieving optimal health. Executive Medicine Clinic The cost of health care is rising more rapidly than the ability of countries. 7 Courses subject to change. the failure to act will create negative consequences for decades. Lecturer in Organizational Behavior. The purpose of this lecture is to focus on the countries that have been undergoing this quiet revolution. fee-for-service model. In this session. as we age.STA N F O R D E X E C U T I V E PR O G R AM / O PTI O NAL L E CT U RES AN D WORK SH OPS LATIN AMERICA’S QUIET REVOLUTION Stephen H. Hoover Institution TODAY’S HEALTH CARE: CHALLENGES AND OPPORTUNITIES Robert Pearl Chief Executive Officer. The Permanente Medical Group. gsb. At the same time. and leadership. The United States is grappling with how best to implement health care reform. however. Dr. Senior Fellow.S. Jeremy Weinstein Associate Professor of Political Science. and violence. Haber Professor of Political Science. genetics. Senior Fellow at the Freeman Spogli Institute for International Studies. The opportunities of today are greater than at any time in history. news media—or even of U. Professor of History Why has a small group of nations round the shores of the North Atlantic dominated the world for the past 200 years? And will this last? This talk looks at both the long-term forces that have shaped the patterns of history and the counter-forces that have sometimes derailed them. It offers the potential to provide higher quality. Pearl will present his perspectives based on the Kaiser Permanente experience and his interactions with health care leaders from across the globe. property rights made . and credit made more widely available to enterprises and households. but even more importantly. and slow the rate of medical inflation. garnered the attention of the U. with an eye toward the implications of Africa’s emergence in the decade ahead. and increased affordability. Informed and healthy choices lead to good health. political decline. Mexico.S. not only in the immediate future. and people to pay. advanced IT systems. and Economics (by courtesy). and Chile.

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