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

Emerging Medical Technologies (ENTRE 8435) Q3

(P. Sommer)

·Provide students with a working understanding of the impact of regulation on the Life Sciences business

·Provide students with a historic context to understand the origin of regulation

·Furnish students with working knowledge of the terminology, sequencing of product development, and commercialization in a Life Sciences company

·Give students the opportunity to confront the difficult tradeoffs of choosing a regulatory, development, and commercialization pathway

·Enable students to understand the financing alternatives and the impact those choices have on a company’s ability to grow

Acquisition of Closely-held Enterprises (ENTRE 822) Q3 and (ENTRE 8106) Q4

(R. Billingsley; F. Genovese-Q2)

  • 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

Entrepreneurs Taking Action

(J. Colley; P. Sommer)

·Increase students’ awareness of the challenges of starting a new venture and enhance their ability to anticipate and respond to these challenges

·Test the ideas and action plans of students against the knowledge and experience of seasoned entrepreneurs

·Enhance the ability of students to take action rather than merely analyze and study


Innovation (ENTRE 884) Q3


·Develop students’ abilities to function as general managers and as managers of marketing, finance, or operations in a technology-intensive business

·Present the issues and logistics involved in creating and realizing value, prioritizing opportunities, and managing the innovation process

·Show the essential role that innovation plays in competitive advantage

Management of Smaller Enterprises (ENTRE 823) Q4

(E. Hess)

  • Expose students to the issues and challenges of building and leading a sustainable small enterprise
  • Expose students to the multidisciplinary management competencies needed to lead a small business
  • Expose students who may consult with or invest in small businesses to the special challenges faced by small businesses

Small Enterprise Finance (FIN 845) Q3

(W. Sihler)

  • Provide students with experience in identifying and resolving financial problems typical to a small enterprise, such as long-term asset management, working-capital management, arranging funding, and extracting the owner/operator from the business gracefully

Social Responsibility and Entrepreneurship (ENTRE 8306) Q4

(M. Leeper)

  • Provide students with the opportunity to discuss aspects to business practice outside of issues related to the bottom line
  • Provide students with direct interaction with corporations, NGOs, and other organizations actively dealing with social responsibility
  • Provide students with a model that brings together various components considered relative to bringing about change

Entrepreneurial Thinking (SY-ELEC 7609)

(S. Venkataraman)

·Enable students to develop an attitude, mindset, and skills that are crucial for becoming a creative business person.

·Show students that this mindset and skills are applicable both in the context of starting a new firm or new ventures within an established company

Starting New Ventures (ENTRE 821) Q3

(S. Sarasvathy)

  • Focuses solely on independent start-ups
  • New venture issues, processes, and challenges
  • For MBAs committed to venturing in the near term

 Introduction to Business Law (GEN 8280) Q4

(S. Moore)

·Develop basic analytical skills used in law, thereby adding to the students’ problem-solving abilities

·Understand the vocabulary and culture of law and the structure of the legal profession in order to deal more effectively with lawyers

·Gain familiarity with some foundational concepts in American law that affect business practices

Global Innovation and Technology Commercialization (OPS 8488)

Creativity & Design Thinking (GEN 8484) Q3

(J. Liedtka)

·Introducing students to a form of strategic thinking that is a more of a right brain problem-solving approach focused on hypothesis generation that complements a more left brain emphasis on hypothesis testing

·Familiarize students with the tools used in the design world that are increasingly of interest to the more traditional strategy consulting firms, giving them a competitive advantage in recruiting

·Expand how students think about innovation beyond the design and development of new products to other fundamental sources of value creation

·Allow students to integrate both creative and analytic approaches to dealing with business issues and help them appreciate the power and relevance of each

Corporate Innovation & Design Experience (GEN 8459) Q3

(J. Liedtka)

·Introduce students to approaches that enhance corporate-innovation activities in terms of market impact, value creation, speed, and efficiency

·Expand students’ thinking about corporate design and innovation beyond the design and development of new products to other fundamental sources of value creation

·Strengthen students’ individual and collaborative capabilities to develop market/user needs, create sound concept hypotheses (business, product/service, market, systems, and technology), collect appropriate data, and develop an analytical confirmation or rejection of concepts in a real-world environment

·Teach students to translate identified opportunities into actionable innovation possibilities and recommendations for their client organizations

·Prepare a senior management “client report,” addressing the opportunity potential, concept analyses, business-model recommendations, and implementation challenges


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