Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with Stanford Graduate School of Business.Full disclaimer.
About the course
Learn how to translate ideas into action using strategic frameworks and design thinking; then put theory into practice with real innovation projects.
Experience two one-week modules on campus filled with lectures, hands-on team projects, visits from guest speakers, coaching sessions, and pitch presentations at the end. In between the modules, you can apply your newfound strategies and insights on the job and work to further develop your project with team members, supported by faculty.
Every morning, you will learn strategic frameworks based on cutting-edge research from Stanford GSB faculty. Every afternoon, you’ll put theory into practice, working in small teams on an actual innovation project.
You will start at the Hasso Plattner Institute of Design (d.school), where you will learn the fundamentals of design thinking. You’ll build a business model, develop project milestones, and create an action plan for implementation that addresses internal resistance. You will work with a communications coach to hone your presentation skills and then pitch your team project to senior executives. This is learning by doing; this is innovation in action.
Gain a set of comprehensive, actionable tools to move from idea to plan for execution so you can successfully drive change and innovate from within.
- Learn key skills and frameworks for executing innovations: finance, design thinking, strategy, marketing, value chain, leadership, storytelling, and culture.
- Identify and overcome the challenges that established companies face when trying to innovate.
- Learn how to sell your idea within your organization, whether it involves introducing a product, entering a new market, making a strategic pivot, or changing the organizational design.
- Build a strong network of peers with whom you can interact and exchange ideas.
- Potentially develop your company’s new venture or tackle a business challenge (guaranteed if four to six participants from one company attend).
In these sessions, you’ll study the most common and substantial barriers to entrepreneurship and innovation within large organizations. These include factors such as internal organization challenges, restrictive decision-making processes, missing competencies (such as the ability to evaluate innovation), institutional and individual attitudes toward risk, organizational politics, and more. You will then identify the set of tools required for overcoming these challenges.
Competitive Strategy for Corporate Entrepreneurs
“The Corporate Entrepreneur helps you take an idea and develop it, evaluate it, communicate it, and, finally, have the tools to execute on it.”
Yossi Feinberg, Faculty Director
At the core of a new-venture business model, we have the logic of the business: Why would this particular new venture be able to capture the value created by the innovative business? The answer to this question typically involves some form of a competitive advantage or a barrier to entry.
In this session, we will study the variety of competitive structures and forms of competitive advantages. These will translate to competitive strategies for the newly developing venture, based on the current organization strategy, competitors, and potential new entrants.
Harnessing Stories for Innovation and Growth
Successful innovation creates a new way of being for individuals or businesses. It disrupts industries and drives success. To innovate, you not only need a big idea, you also need people to create it and people to buy into it.
Story fuels innovation. Stories have long held the power to transform the listener; to take them on a journey that changes how they think, feel, or act. In these sessions, you’ll discuss what it means to tell stories in business, what makes an effective story, and when to use them. You will focus on innovation, but also explore other applications.
A key step in leading innovation within your enterprise is obtaining the resources needed to fund that innovation. To do so, it is usually necessary to convince others of the financial and strategic merits.
In these sessions, we will see how we can build a financial model that will allow us to make the decision of whether to fund a new investment in a product, project, or business.
How Strategic Innovation Happens
The business world is being transformed worldwide by innovative entrepreneurial firms. Established corporations have so much more going for them than do tiny startups, and yet often they are left behind by the new, innovative strategies of the startups.
In this session, we describe how it is that new, innovative strategies actually come into existence, and why it is that established firms are often disrupted by these innovations. In the process, we will learn about a consistent pattern that seems to occur when innovative strategies emerge.
Who should attend
Executives with at least 10 years of work experience, in roles that give them the ability and responsibility to start new projects or ventures within their companies or divisions
Examples of appropriate functions and titles: vice president, managing director, development officer, and director — from medium-size to large companies, from any industry, and from any country
Individuals from one company or multiple participants who — if attending as a four- to six-person team — are guaranteed the opportunity to work on their own company project, advancing innovation and creating immediate value for their organization
Trust the experts
Research Statement William Barnett studies competition among organizations and how organizations and industries evolve globally. He is conducting a large-scale project that seeks to explain why and how some firms grow rapidly in globalizing markets. His prior research includes studies of how str...
Research Statement Professor Rao studies collective action within organizations and in markets. His research and by implication, his teaching, revolves around scaling up mobilization, innovation, and talent in organizations. Teaching Statement Professor Rao teaches courses on Scaling up Excell...
Research Statement Yossi Feinberg’s research centers on the analysis of information in strategic decision making. He works on the modeling of costly decision making, reasoning about unawareness, dynamic interactive decisions, reasoning about high order uncertainties, and more. Some of his work i...
Research Interests Time, Money and Happiness The Power of Story Global Brand Building Emotions, Goals and Health The Psychology of Giving Bio Dr. Jennifer Aaker is a behavioral psychologist, author, and the General Atlantic Professor at Stanford Graduate School of Business. Her research focu...
Research Statement Jonathan Levav studies consumer behavior and behavioral decision theory. He combines laboratory and field experiments, as well as secondary data analysis, in order to study the factors that influence people's choices and judgments. His research on choice focuses on three inter...
J.D. Schramm combines over 20 years of professional training and development experience with his personal expertise in Management Communication to design and deliver a variety of highly interactive courses for MBA students at Stanford. A seasoned communicator and experienced entrepreneur his cour...
Research Statement Professor O’Reilly’s research spans studies of leadership, organizational demography and diversity, culture, executive compensation and organizational innovation and change. Teaching Statement Professor O’Reilly has taught courses for MBAs and executives in organizational in...
Peter De Marzo
Research Statement Professor Peter DeMarzo’s research is in the area of corporate finance, asset securitization, and contracting, as well as market structure and regulation. Recent work has examined the optimal design of securities, compensation mechanisms, regulation of insider trading and brok...
The Corporate Entrepreneur Program