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Course Criteria
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2.00 Credits
Examines the human side of managing technical professionals and teams throughout innovative processes, including micro and macro issues. Topics include motivational commitment and performance; dealing with complacency; understanding the relationships among innovation, change, motivation, and uncertainty; managing creative individual contributors; effective recognition and reward systems; leading decision making processes; staffing critical roles and cross-functional relationships; information/knowledge transfer; organizational diagnosis for change. Restricted to SDM students; others with permission of instructor.
Prerequisite:
Prereq: Permission of instructor
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3.00 Credits
Examines the role entrepreneurship can play in promoting sustainable economic development. Focuses on the causes of socioeconomic maladies such as unemployment, poverty, out-migration, and economic stagnation, as well as how entrepreneurship can alleviate them. A core component of the subject is a team-based internship during IAP that is based at an entrepreneurial firm in Puerto Rico.
Prerequisite:
Prereq: None
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3.00 Credits
Students work in teams to develop a feasibility plan for a social venture (either a for profit or nonprofit), integrating the marketing, financial, operational and organizational activities required to realize an opportunity. Examines the theory and practice of social innovation (e.g., business, environment, education, and human services) and entrepreneurship in the private, public and nonprofit sectors. Topics include social impact modeling, social capital markets, and social impact assessment. Students gain practical knowledge on how to identify potential social venture opportunities; develop skills and competencies for creating, developing and implementing ideas; and examine ways to measure the success and value of social entrepreneurial activity.
Prerequisite:
Prereq: 15.911
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3.00 Credits
Provides the skills required for a CEO to deal with complex problems under highly adverse conditions. Cases and guest CEO speakers present real-life, high adversity situations that students then deal with through role play. Emphasis on how to quickly define the issues at stake and take critical and precipitous actions to address them. No listeners.
Prerequisite:
Prereq: 15.900
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3.00 Credits
Practical and tactical ins and outs of how to sell technical products to a sophisticated marketplace. How to build and manage a sales force; building compensation systems for a sales force, assigning territories, resolving disputes, and dealing with channel conflicts. Focus on selling to customers, whether through a direct salesforce, a channel salesforce, or building an OEM relationship. Half term course.
Prerequisite:
Prereq: None
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2.00 Credits
Covers the building, running and growing of an organization. Central themes include how to think analytically about designing organizational systems; how leaders play a critical role in shaping an organization's culture; what really needs to be done to build a successful organization for the long-term; and what one can do to improve the likelihood of personal success. Covers principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation. Through a series of cases, lectures, readings and exercises, students develop competencies in organizational design, human resources management, leadership, and organizational behavior. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.
Prerequisite:
Prereq: None
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6.00 Credits
Enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. Focuses on start-ups operating in emerging markets throughout the world. Combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world. Begins in Fall term and continues for three weeks during IAP, which students spend at their client firms' sites. Concludes with poster session on G-Lab day at beginning of the Spring term. Students must complete all three components to receive credit. Restricted to graduate students.
Prerequisite:
Prereq: None
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2.00 Credits
Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process.
Prerequisite:
Prereq: None. Coreq: 15.911
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3.00 Credits
Focuses on the strategy as well as the tactics involved in negotiating and building effective, long-term relationships with investors, particularly venture capitalists, in an extremely difficult funding environment. Other topics include an introduction to understanding venture capital as a business; an introduction to search funds; the legal framework of the investment process and its related jargon; market practice and standards for term sheet negotiation; and strategies in identifying the optimal form of early stage capital. Coursework is team-centered: in two rounds of simulations, student teams assume the roles of founders of a start-up and first meet with practicing lawyers to gain advice and practical experience working with professional advisers. Teams then negotiate final terms of investment for their company with leading local VCs. Simulations are outside of class, off campus at lawyers' and VCs' offices.
Prerequisite:
Prereq: Permission of instructor
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3.00 Credits
Explores key organizational decisions that have far-reaching consequences for founders and their ventures. Though a series of cases, readings, and simulations, students examine five founder's dilemmas: whether and when to found; whom to include in the founding team; how to allocate equity among co-founders; whether to involve external investors; when and how to exit. Aims to equip students with tools and frameworks to help them understand the implications of early decisions, and to build enduring resources that enable the venture to execute even if the original plan changes substantially.
Prerequisite:
Prereq: None
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