Entrepreneurship & Innovation Courses (Second Year Students): Fall Semester

Entrepreneurial Thinking (ENTRE 758)

This course is about learning to think and act entrepreneurially in order to create new value in the world through new products, new solutions, new ventures, new business units, new distribution channels, new firms, new business models, new technologies, and business transformation. The emphasis will be on the art and science of “creating something new from little.” The orientation in the course will be to challenge students to think about how they can create, finance, and build or change a productive business organization with commonly available resources (e.g., intelligence, insight, energy, initiative, and personal relationships). Students will learn to use this orientation wherever new venture creation may occur, namely, through the actions of an independent entrepreneur or in a large, established firm.

 Developing New Products and Services (OPS 813) Q2

(R. Chao)

  • Use the basic tools of new product development in the context of a hands-on, team-based, product or service development project
  • Generate new ideas and develop them into working prototypes through concept generation and selection, iterative design and prototyping, intellectual property management, and product economics
  • Incorporate feedback from potential users and investors via a design fair held at the end of the course

Entrepreneurial Finance and Private Equity (FIN 844) Q2

(S. Chaplinsky)

  • Present the perspectives of investors and entrepreneurs from venture capital to buyout firms
  • Explore estimation of the returns to investors and entrepreneurs
  • Examine valuation of start-up and late-stage enterprises
  • Provide explanation of the terminology of venture capital and buyout contracts
  • Show deal structure and its connection to valuation and incentives
  • Develop greater theoretical understanding of topics in advanced corporate finance

Innovation and Integration in Services: The New Economy (MKT 8404) Q1

(G. Barbee)

  • Stimulate student innovative thinking and action with regard to both large complex companies and small entrepreneurial ventures across a variety of service and product industries
  • Improve insights of cross-discipline and enterprise-wide integration opportunities across function, processes, business units, global boundaries, and complex customers
  • Master the art of creative transfer to improve practical company revenue and identify unique ways of serving customers’ future strategic needs
  • Open new career possibilities for students after Darden in service and new economy enterprises while stimulating self-awareness, confidence, and out-of-the-box thinking

Innovation and Product Development (OPS 8447) Q1

(S. Kavadias)

  • To equip future managers with the mindset and practical methods that enable better management of innovation in any setting, including but not limited to product and service development

Networked Business (GBUS 8850) Q1

  • Examine Internet business models and strategies. 
  • Explore the successful use of Internet technologies for business.

Sustainable Innovation and Entrepreneurship (ENTRE 806) Q2

(A. Larson)

  • Provide information, frameworks, and tools for identifying and pursuing sustainable business opportunities
  • Inform students on the changing dynamics of nature-human interdependencies globally
  • Examine examples of innovators implementing successful green strategies

Sustainability in Depth: Studies in Innovation (ENTRE 807) Q2

(A. Larson)

  • Enable students to be conversant on fundamental literature
  • Provide material that gives insight into environmental debates in the management education/business/policy arenas
  • Enable students to gain a wider and more nuanced perspective on sustainable business topics and environment-business issues


Emerging Information Technologies Seminar (IT 8301) Q2

(R. Smith)

  • Explore emerging information technologies and the companies that bring them to market
  • Explore best practices for both evaluating emerging technologies for adoption and for bringing these technologies to market.


Venture Capital (ENTRE 829) Q1


  • Examine the role of venture capitalist firms in funding early stage companies
  • Show how venture capitalists work with entrepreneurs and limited partners
  • Analyze the evolution and dynamics of the venture capital industry

Acquisition of Closely Held Enterprises (GBUS 8106)

(F. Geneovese)


·Guide students through the process that leads to successful acquisition of a business

·Provide students with the skills and information they need to search, value, and acquire their own business

Additional Courses Recommended by the Entrepreneurship & Venture Capital Club

Corporate Governance (GEN 809) Q1

(J. Colley, W. Stettinius, G. Logan)

  • Provide the organizational context within which corporate governance functions in a free enterprise, capitalist economic system
  • Help students understand the legal obligations and responsibilities of the members of the board of directors of a corporation
  • Teach students about the most effective board and management relationships
  • Illustrate potential pitfalls for directors and how these dangers can be avoided

General Management & Operations Consulting (SY-ELEC 757) Q1

(R. Landel)

  • Foundations of lean practice and tools, including value stream mapping, take time, process stability, Five S, waste elimination, standardized work, pull, and root-cause problem resolution
  • Lean implementation management, including operating systems design, implementation strategies and tactics, lean attitude, and managerial-operator roles
  • Six Sigma process-improvement methodology (DMAIC) and managing improvement projects
  • Process analysis tools and Design of Experiments (DOE)
  • Operating systems for continuous improvement

Operations Strategy (OPS 880) Q2

(T. Laseter)

  • Introduce a conceptual framework for defining an operations strategy in any business organization
  • Apply the conceptual framework in evaluating an operations strategy
  • Use competitive cost analysis techniques in evaluating competitors’ operations
  • Survey the role of technology management in operations strategy

Systems Design & Business Dynamics I (GEN 8430) Q2

(R. Landel)

  • Use systems analysis techniques and simulations to isolate and describe the often intangible factors that affect the performance dynamics of a business
  • Explore the competitive structure of an entity’s operating structures and information flows, in addition to those of its customers, competitors, and suppliers
  • Assess and quantify the behavior of a complete system by identifying the critical variables, constraints, and policy decisions that reinforce business growth or performance decline
  • Utilize archetypes to identify common business-mode failures and explore the applications of strategic mapping techniques across many industries and job functions
  • Practice how to create desirable business dynamics by acting upon the system at specific points of leverage

top of page