New Entrepreneurship courses in all departments from MIT OpenCourseWare, provider of free and open MIT course materials. http://ocw.mit.edu/courses/entrepreneurship/ 2013-06-14T17:40:17+05:00 MIT OpenCourseWare http://ocw.mit.edu en-US Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.389A Global Entrepreneurship Lab: Asia-Pacific 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. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on the Asia-Pacific region. The course 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. http://www.pheedcontent.com/click.phdo?i=5802d81c869546839baf4c653578b1bf http://ocw.mit.edu/courses/sloan-school-of-management/15-389a-global-entrepreneurship-lab-asia-pacific-fall-2010 Huang, Yasheng Johnson, Simon Jester, Michellana 2011-12-29T14:34:34+05:00 15.389A en-US entrepreneurship developing markets corruption entrepreneurial internationalization entrepreneurial finance entrepreneur venture capital commercialization organizational development Asia-Pacific MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa 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. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on Latin America, the Middle East, and Africa. The course 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. http://www.pheedcontent.com/click.phdo?i=1be5f8703c17ec1d95d5278dc55640d7 http://ocw.mit.edu/courses/sloan-school-of-management/15-389b-global-entrepreneurship-lab-latin-america-the-middle-east-and-africa-fall-2010 Johnson, Simon Huang, Yasheng Jester, Michellana 2011-12-27T15:39:54+05:00 15.389B en-US entrepreneurship developing markets corruption entrepreneurial internationalization entrepreneurial finance entrepreneur commercialization venture capital organizational development Latin America Africa the Middle East MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.317 Organizational Leadership and Change focuses on practical experience that blends theory and practice. Students reflect on prior leadership experiences and then apply lessons learned to further develop their leadership capabilities. The course requires active participation in all leadership classes and/or activities as well as short deliverables throughout the program. http://www.pheedcontent.com/click.phdo?i=4c978129d12e5c3c0daee6557b87c7b4 http://ocw.mit.edu/courses/sloan-school-of-management/15-317-organizational-leadership-and-change-summer-2009 Klein, Janice 2011-11-29T13:52:13+05:00 15.317 en-US organizational leadership LGO operations management leadership techniques leadership ethics MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.431 Entrepreneurial Finance examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures and the early stages of company development. The course addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how should funding, employment contracts and exit decisions be structured. It aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In addition, the course includes an in-depth analysis of the structure of the private equity industry. http://www.pheedcontent.com/click.phdo?i=a507fbafe04592e5736674c798ea23a9 http://ocw.mit.edu/courses/sloan-school-of-management/15-431-entrepreneurial-finance-spring-2011 Schoar, Antoinette 2011-11-21T14:31:31+05:00 15.431 en-US entrepreneurship entrepreneurial finance venture capital discounted cash flow real option valuation initial public offering deal structure angels private equity MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm Students in ESD.801 Leadership Development work in a seminar environment to develop leadership capabilities. Readings, assignments and class discussion explore the topics covered in this class. In addition, students participate in an Outward Bound experience and participate in "leadership lunches" with global leaders. http://www.pheedcontent.com/click.phdo?i=00893c897d038b220135472c98687731 http://ocw.mit.edu/courses/engineering-systems-division/esd-801-leadership-development-fall-2010 Newman, Dava 2011-07-22T17:31:25+05:00 ESD.801 en-US leadership outward bound art communication teamwork science policy science education personal development MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.762J Supply Chain Planning focuses on effective supply chain strategies for companies that operate globally, with an emphasis on how to plan and integrate supply chain components into a coordinated system. Students are exposed to concepts and models important in supply chain planning with emphasis on key tradeoffs and phenomena. The course introduces and utilizes key tactics such as risk pooling and inventory placement, integrated planning and collaboration, and information sharing. Lectures, computer exercises, and case discussions introduce various models and methods for supply chain analysis and optimization. http://www.pheedcontent.com/click.phdo?i=15d51d4a863848d86638aca331cd18e5 http://ocw.mit.edu/courses/sloan-school-of-management/15-762j-supply-chain-planning-spring-2011 Graves, Stephen Simchi-Levi, David 2011-06-30T10:10:10+05:00 15.762J ESD.267J 1.273J en-US supply chain strategy inventory models supply contracts supply chain integration inventory systems product design risk pooling inventory placement MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm If you are an entrepreneur, one of your priorities, in addition to building your company, is ensuring you have enough money at the right times. Early Stage Capital will consider a broad range of questions that entrepreneurs deal with on this front, including the following: What should your strategy and your priorities be in raising early stage capital? What are the market norms and standards in structuring VC deals? What are the critical negotiating strategies and tactics? How will your company be valued? How can you obtain the optimal valuation for your new venture? What are the critical elements in the relationship between venture capitalists and entrepreneurs? How is the "venture model" evolving? Is it broken? What is the impact of Super Angels and micro VCs? These are key questions that face all entrepreneurs in 2010, particularly first-time entrepreneurs. This course aims to prepare you for these decisions, as either a potential entrepreneur or venture capitalist. Using live interactions with leading figures in the venture finance community, most of the class sessions will analyze fundamental strategies of the venture-capital investment process and the critical importance of the relationship between entrepreneur and investor. As well, we will have a tactical focus on demystifying the legalities and jargon of the term sheet and the "A round" financing process. Significantly for 2010, we will also frequently consider the rapid and arguably fundamental change in VC today as the "lean startup" model threatens much of the traditional role and value of the venture investor. Disclaimer: The websites for this course and the materials they offer are provided for educational use only. They are not a substitute for the advice of an attorney and no attorney-client relationship is created by using them. All materials are provided "as-is", without any express or implied warranties. http://www.pheedcontent.com/click.phdo?i=d69d35f60a58756fe8dfdbc92e9cfa14 http://ocw.mit.edu/courses/sloan-school-of-management/15-391-early-stage-capital-fall-2010 Loessberg, Shari 2011-06-24T13:11:45+05:00 15.391 en-US raising venture capital seed stage investment angel investors structuring deals valuating companies entrepreneurship venture capitalist negotiate investments start-up ventures term sheet VC MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.975 U-Lab: Leading Profound Innovation for a More Sustainable World is an interactive and experiential class about leading profound innovation for pioneering a more sustainable economy and society. The class is organized around personal reflection practices, relational practices, and societal practices. It focuses on the intertwined relationship between the evolution of capitalism, multi-stakeholder innovation, and presencing. http://www.pheedcontent.com/click.phdo?i=9f9fe50bca72e9455f0ac3d6bac19c31 http://ocw.mit.edu/courses/sloan-school-of-management/15-975-u-lab-leading-profound-innovation-for-a-more-sustainable-world-fall-2010 Scharmer, Claus Otto 2011-06-21T16:17:46+05:00 15.975 en-US presencing Theory U innovation capitalism leadership listening empathy creativity sustainability U-process MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm 15.768 Management of Services: Concepts, Design, and Delivery explores the use of operations tools and perspectives in the service sector, including both for-profit and not-for-profit organizations. The course builds on conceptual frameworks and cases from a wide range of service operations, selected from health care, hospitality, internet services, supply chain, transportation, retailing, food service, entertainment, financial services, humanitarian services, government services, and others. http://www.pheedcontent.com/click.phdo?i=083d63ee745b7b4d32b5aae8eb6b453c http://ocw.mit.edu/courses/sloan-school-of-management/15-768-management-of-services-concepts-design-and-delivery-fall-2010 Fine, Charles H. 2011-04-28T11:19:56+05:00 15.768 en-US operations management service sector case studies operations strategy process design service models operations frameworks retailing data mining disruptive models supply chain organizational change MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm D-Lab Development addresses issues of technological improvements at the micro level for developing countries—in particular, how the quality of life of low-income households can be improved by adaptation of low cost and sustainable technologies. Discussion of development issues as well as project implementation challenges are addressed through lectures, case studies, guest speakers and laboratory exercises. Students form project teams to partner with mostly local level organizations in developing countries, and formulate plans for an IAP site visit. (Previous field sites include Ghana, Brazil, Honduras and India.) Project team meetings focus on developing specific projects and include cultural, social, political, environmental and economic overviews of the countries and localities to be visited as well as an introduction to the local languages. http://www.pheedcontent.com/click.phdo?i=8e35334f7871dc0fc5bdb2efb9c0f281 http://ocw.mit.edu/courses/special-programs/sp-721-d-lab-i-development-fall-2009 Smith, Amy J. Sanyal, Bishwapriya Serrat, Victor Grau 2011-02-23T11:32:08+05:00 SP.721 11.025J 11.472J en-US development project appropriate technology sustainable development intermediate technology stakeholder analysis China India Rwanda Sierra Leone Tanzania Africa developing country international development third world poverty bottom of the pyramid;cooking latrine grain mill solar energy stove energy charcoal wheelchair poverty water water quality safe water water treatment health sanitation World Bank NGO United Nations ICT4D ICT4C microfinance micro-finance AIDS HIV wind power solar power biomass biodiesel biogas agriculture farming food green revolution millenium development goals MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This course is designed to teach students how to price goods and services by providing a framework for understanding pricing strategies and tactics. Topics covered include economic value analysis, price elasticities, price customization, pricing complementary products, pricing in platform markets and anticipating competitive price responses. http://www.pheedcontent.com/click.phdo?i=baf107650949153f47607e8f68de5ac5 http://ocw.mit.edu/courses/sloan-school-of-management/15-818-pricing-spring-2010 Tucker, Catherine 2010-11-30T13:06:23+05:00 15.818 en-US pricing strategy economic value analysis price elasticities price customization pricing complementary products pricing in platform markets competitive price responses MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm In 2004, the Ansari X PRIZE for suborbital spaceflight captured the public's imagination and revolutionized an industry, leveraging a $10M prize purse into over $100M in innovation. Building from that success, the X PRIZE Foundation is now developing new prizes to focus innovation around "Grand Challenge" themes, including genomics, energy, healthcare, and education. This course will examine the intersection of incentives and innovation, drawing on economic models, historic examples, and recent experience of the X PRIZE Foundation to help develop a future prize in Energy Storage Technologies. http://www.pheedcontent.com/click.phdo?i=e794f4e1ae4f8fa986a7f4407d723e52 http://ocw.mit.edu/courses/engineering-systems-division/esd-172j-x-prize-workshop-grand-challenges-in-energy-fall-2009 Wagner, Erika 2010-06-10T15:28:56+05:00 ESD.172J SP.793J EC.421J en-US energy competition innovation incentivize prizes resource allocation innovation incentives Ansari X PRIZE economic models of innovation energy storage grid-scale storage prize matrix genomics Archon X PRIZE Progressive Automotive X PRIZE grand challenges MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This course builds on managerial communication skills developed in (15.279) Management Communication for Undergraduates or (15.280) Communication for Managers. It introduces interactive oral and interpersonal communication skills important to managers, including presenting to a hostile audience, running meetings, listening, and contributing to group decision-making. Working in teams, students present a communication topic of their choosing to the class. An individual project challenges students to address a business audience in written and oral forms. http://www.pheedcontent.com/click.phdo?i=40ebfdf51053f3cb354732787fb1de25 http://ocw.mit.edu/courses/sloan-school-of-management/15-281-advanced-managerial-communication-spring-2009 Hartman, Neal 2009-11-12T13:06:15+05:00 15.281 en-US interpersonal communication business presentations communication strategies teamwork running meetings managerial communication business writing business speaking group decision making hostile audience role play exercises persuasive communication persuading audiences listening nonverbal communication Q&A question and answer working with media intercultural communication communicating across cultures cross-cultural communication MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This course builds on the work done concurrently in 15.280 Communication for Managers and 15.311 Organizational Processes in the first semester of the MBA program. 15.280 is offered for 6 units and 15.277 provides an additional 3 units for a total of 9 units in Managerial Communication. 15.277 acts as a lab component to 15.280 and provides students additional opportunities to hone their communication skills through a variety of in-class exercises. Emphasis is on both individual and team communication. http://www.pheedcontent.com/click.phdo?i=86ffc4310d871c0d560ac9add23b42ec http://ocw.mit.edu/courses/sloan-school-of-management/15-277-special-seminar-in-communications-leadership-and-personal-effectiveness-coaching-fall-2008 Kelly, Christine 2009-07-01T15:41:43+05:00 15.277 en-US receiving feedback storytelling leadership vision communication communication for managers team communication culture and leadership managing conflict conflict resolution Distributed Leadership Model Organizational Processes informational interviewing MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This seminar has three purposes. One, it inquires into the causes of military innovation by examining a number of the most outstanding historical cases. Two, it views military innovations through the lens of organization theory to develop generalizations about the innovation process within militaries. Three, it uses the empirical study of military innovations as a way to examine the strength and credibility of hypotheses that organization theorists have generated about innovation in non-military organizations. http://www.pheedcontent.com/click.phdo?i=b7fbd20ba218e19cdddd6266959dfad7 http://ocw.mit.edu/courses/political-science/17-462-innovation-in-military-organizations-fall-2005 Posen, Barry Sapolsky, Harvey 2009-06-01T16:44:50+05:00 17.462 en-US URIECA laboratory kinase cancer cells laboratory techniques DNA cultures UV-Vis agarose gel Abl-gleevec affinity tags lyse digest mutants resistance gel electrophoresis recombinant nickel affinity inhibitors biochemistry kinetics enzyme inhibition purification expression Political science security studies innovation military organizations war history organization theory empirical study land warfare battleships airpower submarines cruise ballistic missiles armor military affairs strategic tactical counterinsurgency Vietnam Revolution in Military Affairs RMA MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm Writing and speaking skills necessary for a career in management. Students polish communication strategies and methods through discussion, examples, and practice. Several written and oral assignments, most based on material from other subjects and from career development activities. Schedule and curriculum coordinated with 15.311 Organizational Processes class. Restricted to first-year Sloan School of Management graduate students. Students may also enroll in 15.277 Special Seminar in Communication: Leadership and Personal Effectiveness Coaching. 15.280 is offered for 6 units and 15.277 provides an additional 3 units for a total of 9 units in Managerial Communication. 15.277 acts as a lab component to 15.280 and provides students additional opportunities to hone their communication skills through a variety of in-class exercises. http://www.pheedcontent.com/click.phdo?i=c5d213257f9ace1e98cfb2820d285353 http://ocw.mit.edu/courses/sloan-school-of-management/15-280-communication-for-managers-fall-2008 Hartman, Neal 2009-06-01T16:44:44+05:00 15.280 en-US management communication communication strategy Minto pyramid persuasive communication managing feedback visual aids effective presentation strategies business communication memo format intercultural communication active listening reflective listening group presentations business e-mail MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout the course is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of organizational capabilities. This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can provide the framework for deciding which technologies to invest in, how to structure those investments and how to anticipate and respond to the behavior of competitors, suppliers, and customers. The course should be of particular interest to those interested in managing a business for which technology is likely to play a major role, and to those interested in consulting or venture capital. http://www.pheedcontent.com/click.phdo?i=4cc1650557bab130739c4e9e11727806 http://ocw.mit.edu/courses/sloan-school-of-management/15-912-technology-strategy-fall-2008 Davis, Jason 2009-04-06T17:42:27+05:00 15.912 en-US disruptive technology strategy models analysis competition change organizational competence vertical integration S-curves organizational strategy market evolution market dynamics simple rules worse before better standards tipping complementary assets capturing value value chain network effects market share innovation MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm How can we translate real-world challenges into future business opportunities? How can individuals, organizations, and society learn and undergo change at the pace needed to stave off worsening problems? Today, organizations of all kinds—traditional manufacturing firms, those that extract resources, a huge variety of new start-ups, services, non-profits, and governmental organizations of all types, among many others—are tackling these very questions. For some, the massive challenges of moving towards sustainability offer real opportunities for new products and services, for reinventing old ones, or for solving problems in new ways. The course aims to provide participants with access and in-depth exposure to firms that are actively grappling with the sustainability-related issues through cases, readings and guest speakers. http://www.pheedcontent.com/click.phdo?i=6dea9b0d0351717e43aa96de4ae0f333 http://ocw.mit.edu/courses/sloan-school-of-management/15-992-s-lab-laboratory-for-sustainable-business-spring-2008 Sterman, John Henderson, Rebecca Locke, Richard Slaughter, Sarah 2009-01-08T21:19:51+05:00 15.992 en-US sustainability sustainable business ecological footprint world population biocapacity carbon emissions globalization innovation development business strategy global warming green buildings climate change limits to growth design MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This course is about "corporate entrepreneurship", my label for the alternative approaches that existing firms use to generate new technology-based products and businesses. It emphasizes various kinds of internal ventures and multiple "external" collaborative approaches that include corporate venture capital investments, licensing and different types of alliances and formal joint ventures. Basis for the new knowledge presented in this course is a combination of academic research and my personal experience supplemented by that of the several guest lecturers. http://www.pheedcontent.com/click.phdo?i=149baee32f62033177e6d53ee09be36d http://ocw.mit.edu/courses/sloan-school-of-management/15-369-corporate-entrepreneurship-strategies-for-technology-based-new-business-development-fall-2007 Livada, Val 2008-12-22T15:10:12+05:00 15.369 en-US new product development internal venturing corporate venture capital Collaborative technology acquisition venture creation internal venture strategies external venture strategies internal entrepreneurship MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm This course discusses the basics every manager needs to organize successful technology-driven innovation in both entrepreneurial and established firms. We start by examining innovation-based strategies as a source of competitive advantage and then examine how to build organizations that excel at identifying, building and commercializing technological innovations. Major topics include how the innovation process works; creating an organizational environment that rewards innovation and entrepreneurship; designing appropriate innovation processes (e.g. stage-gate, portfolio management); organizing to take advantage of internal and external sources of innovation; and structuring entrepreneurial and established organizations for effective innovation. The course examines how entrepreneurs can shape their firms so that they continuously build and commercialize valuable innovations. Many of the examples also focus on how established firms can become more entrepreneurial in their approach to innovation. http://www.pheedcontent.com/click.phdo?i=9d2e5a32aecde9746b305b2de06e2659 http://ocw.mit.edu/courses/sloan-school-of-management/15-351-managing-innovation-and-entrepreneurship-spring-2008 Murray, Fiona 2008-12-10T23:08:36+05:00 15.351 en-US innovation technology strategy product development new venture process open source organization entrepreuneurship S-curve innovation technology market dynamics portfolio management innovation teams flexible processes competition iterative design incentivizing value chain corporate venturing internal venturing uner-served customers over-served customers disruption diffusion market analysis project management MIT OpenCourseWare http://ocw.mit.edu Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm