Copyright © 2015 by the Board of Trustees of Stanford and Stanford Technology Ventures Program (STVP). 

This document may be reproduced for educational purposes only.

Session 1: Course Overview and Silicon Valley

E 1 4 5 | F A L L 2 0 1 5

Tom Byers and Chi-Hua Chien Vikram Ramakrishnan and Alexis Weill Stanford University

e145.stanford.edu

P E T E R D I A M A N D I S , M D

Chairman and CEO of the X Prize

http//:ecorner.stanford.edu

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I N T R O D U C T I O N S A N D C H E C K - I N

•  Major?

•  Hometown Time Zone?

•  First Entrepreneurship Course?

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W H A T I S E N T R E P R E N E U R S H I P ?

Pop-up Exercise:

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V A R I A T I O N S

Entrepreneur

D E F I N I T I O N S

Individual

Entrepreneurship Process

Entrepreneurial Attitudes, Skills, Behaviors

Entrepreneurial Ecosystem Role of Society

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Entrepreneurship is a management and leadership style that involves pursuing opportunity without

regard to the resources currently controlled.

I T C A N B E T A U G H T A N D L E A R N E D !

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A D J A C E N T T O P I C S

C R E A T I V I T Y L E A D E R S H I P I N N O V A T I O N

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A N E N T R E P R E N E U R I A L S T A T E O F M I N D !

What is Silicon Valley?

Copyright © 2014 by the Board of Trustees of the Leland Stanford Junior University and Stanford Technology Ventures Program (STVP). This document may be reproduced for educational purposes only.

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W H E R E D O Y O U E X P E C T T O L I V E A F T E R G R A D U A T I O N ? W H Y ?

Pop-up Exercise:

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A C L O S E R L O O K A T I N N O V A T I O N - B A S E D , H I G H - G R O W T H E N T R E P R E N E U R S H I P

•  Key driver of global economic growth

•  Different type of process than starting a small business

•  Advancements can be either…

R E V O L U T I O N A R Y “ B R A V E N E W W O R L D ”

E V O L U T I O N A R Y “ F A S T E R , B E T T E R , C H E A P E R ”

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B I G G L O B A L C H A L L E N G E S = H U G E M A R K E T O P P O R T U N I T I E S ( T H E “ P U L L ” )

E N V I R O N M E N T & S U S T A I N A B I L I T Y

S E C U R I T Y & E C O N O M I C S T A B I L I T Y

D I G I T A L A N D P H Y S I C A L I N F R A S T R U C T U R E

H U M A N H E A L T H & E D U C A T I O N

Source: Trevor Loy 14

W H I C H P R O B L E M O R O P P O R T U N I T Y F O R Y O U ?

Pop-up Exercise:

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T H E “ P U S H ”

?

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W H I C H T E C H N O L O G I E S B E L O N G O N A N Y L I S T O F C U R R E N T “ W A V E S O F

I N N O V A T I O N ” ?

Pop-up Exercise:

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C O U R S E O B J E C T I V E S : W H A T W I L L Y O U L E A R N ?

1.  Understand entrepreneurial leadership as a vital process in technology-intensive enterprises; discover why and how Silicon Valley is a state of mind and a philosophy; dispel common myths and misconceptions

2.  For students of all majors, teach skills important for 21st-century technology leaders

3.  Stimulate continuous learning and personal reflection regarding entrepreneurial leadership and your future

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D E P T H O F K N O W L E D G E I N A P A R T I C U L A R

D I S C I P L I N E

C R E A T I N G “ T - S H A P E D ” P E O P L E

B R E A D T H O F K N O W L E D G E A B O U T D E S I G N , E N T R E P R E N E U R S H I P , I N N O V A T I O N , A N D

L E A D E R S H I P

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C R E A T I V I T Y

C H A N G E A N D G L O B A L I Z A T I O N

O P P O R T U N I T Y E V A L U A T I O N

D E C I S I O N M A K I N G T E A M W O R K

C O M M U N I C A T I O N

P E R S U A S I O N A N D I N F L U E N C E E T H I C S

B A S I C S O F F I N A N C E

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W H A T I S M I S S I N G F R O M T H I S L I S T ?

Pop-up Exercise:

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Course Design

P R O D U C T O R S E R V I C E M A R K E T

P E O P L E A N D O R G A N I Z A T I O N

R E S O U R C E S A N D C A P I T A L

P U R S U I T O F O P P O R T U N I T Y

First Half:Idea versusopportunity

Second Half:Realities of

BusinessOperations

© Mark P. Rice, Babson

O P P O R T U N I T Y R E C O G N I T I O N

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S Y L L A B U S

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Engr%145%(E145)%+%Technology%Entrepreneurship,%Autumn%2015Tom%Byers%and%Chi+Hua%Chien,%Stanford%UniversityRevised:(September(20,(2015

Official%Website:%% http://e145.stanford.eduTime:%Wednesdays(and(Fridays(at(9:30AMD11:20AM(Pacific((Note:(one(special(workshop(on(Monday,(9/28/15)Location:%Room(107(in(Littlefield(at(Stanford(UniversityTextbook:%Byers,(Dorf,(and(Nelson.(Technology(Ventures:(From(Idea(to(Enterprise.(4th(Ed.(McGrawDHill,(2015. http://techventures.stanford.eduHarvard%Business%School%(HBS)%Cases:% https://cb.hbsp.harvard.edu/cbmp/access/38359963

TextbookModule Session%# Date Class%Topic Guests Case %Assignments%** Term%Project%(OAP) Chapters

I 1 23DSep Course(Overview(and(Silicon(Valley 1I 2 25DSep Key(Frameworks(and(Models Form(Study(Teams 2D4I 2A 28DSep Workshop(on(Accounting(Basics Dimitre(Dimitrov 16(&(17I 3 30DSep From(Idea(to(Opportunity(I Srinija(Srinivasan Yahoo((TV4) All(teams 5D7I 4 2DOct Creativity(and(Innovation Tina(Seelig List(of(Ideas 8I 5 7DOct From(Idea(to(Opportunity(II Kirk(Lacob Golden(State(Warriors Only(Group(AI 6 9DOct Legal(Matters(+(Venture(Lab(#1* Dan(Dorosin Idea(Choice(for(OAPI 7 14DOct Global(Marketing(and(Sales Anand(Subramani 9D11I 8 16DOct From(Idea(to(Opportunity(III Steve(Blank IMVU((Link) Only(Group(B Positioning(Stmt((PS1)II 9 21DOct Venture(Finance(I:(Sources 15,(18,(19II 10 23DOct Venture(Finance(II:(Staged(Financings Dropbox((HBS)( All(teamsII 11 28DOct ("Deep(Dive"(Midterms All#studentsII 12 30DOct Team(Dynamics(+(Venture(Lab(#2* PS2 12D14II 13 4DNov Founder's(Dilemna(I:(Equity(Splits NanoGene((HBS) Only(Group(AII 14 6DNov Founder's(Dilemna(II:(CEO(Succession Peter(Fenton Wily((HBS) Only(Group(B PS3II 15 11DNov Venture(Finance(III:(Stock(Options Barbara's(Options((TV4) All#studentsIII 16 13DNov OAP(Preparations(and(Dress(Rehearsals Dress(RehearsalsIII 17 18DNov OAP(Team(Presentations(I Only(Group(AIII 18 20DNov OAP(Team(Presentations(II Only(Group(BIII 19 2DDec Personal(Business(Plans Personal#Biz#Plan 20II 20 4DDec Course(Summary Team(Takeaways Written(Reports

Module%Legend:I(D(The(Entrepreneurial(Mindset(and(OpportunityII(D(Assembling(Resources(and(Managing(GrowthIII(D(Entrepreneurship(and(You

*( Venture(Labs:(special(event(or(project(preparation(time(with(teammates(during(remainder(of(regular(class(session.**( Eight(teams(of(five(students(will(be(formed(for(case(assignments(and(OAP.(Four(of(the(teams(will(be(placed(in(Group(A(and(the(other(four(will(be(in(Group(B.(

(Individual(assignments(are(shown(in(italics).

Course%Description%on%Axess:

How(do(you(create(a(successful(startDup?(What(is(entrepreneurial(leadership(in(a(large(firm?(What(are(the(differences(between(an(idea(and(true(opportunity?(How(does(an(entrepreneur(form(a(team(and(gather(the(resources(necessary(to(create(a(great(enterprise?(MentorDguided(project(focused(on(developing(students'(startup(ideas,(immersion(in(nuances(of(innovation(and(early(stage(entrepreneurship,(case(studies,(research(on(the(entrepreneurial(process,(and(the(opportunity(to(network(with(Silicon(Valley's(top(entrepreneurs(and(venture(capitalists.(For(undergraduates(of(all(majors(who(seek(to(understand(the(formation(and(growth(of(highDimpact(startDups(in(areas(such(as(information,(energy,(medical(and(consumer(technologies.(No(prerequisites.(Limited(enrollment((see(common(application(link(from(MS&E).

G R A D I N G P O L I C I E S

• As an Individual (50% of Total Grade)…- Class Participation and Case Write-up- “Deep Dive” Midterm Research Paper- “Personal Business Plan” Assignment

• As a Team* (50% of Total Grade)…- Case Email Assignments- Opportunity Analysis Project- *Note: We will ask for confidential self-assessment of team effort and contributions at the end of the course

• Extra Credit Opportunities…- ETL Lectures on your own … see http:/etl.stanford.edu- Course Lessons Learned Slides in Session #20 with your team

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O U R T E C H N O L O G Y E N T R E P R E N E U R S H I P T E A C H I N G S T R A T E G I E S

1.  Teaching of basic terminology and concepts through the readings/viewings and lectures/discussions

2.  Critical thinking through case studies, midterm paper and special exercises

3.  Teamwork through the Opportunity Analysis Project (OAP) and case studies

4.  Career planning through the personal business plan

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W E D N E S D A Y S A T 4 : 3 0 P M - 5 : 3 0 P M

N V I D I A A U D I T O R I U M I N T H E H U A N G B U I L D I N G

DFJ Entrepreneurial Thought Leaders Seminar Series

H T T P : / / E T L . S T A N F O R D . E D U

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Course Title Instructors Units Quarters Size

MS&E 472 Seminar

Entrepreneurial Thought Leaders

(ETL) Seminar

Byers, Kosnik, Seelig

1 (Can take multiple times)

AutWinSpr

~300

MS&E 178 The Spirit of Entrepreneurship

Belani (Aut)Roizen (Win)Corey (Spr)

3AutWinSpr

~50

ENGR 145 Technology Entrepreneurship

Byers (Aut)Eesley (Spr)

Kosnik (Sum)4

AutSprSum

~40

ENGR 140 (Mayfield Fellows)

Leadership of Technology

Ventures (MFP)Byers, Seelig 8 Spr & Aut 12

C O M P A R I N G S O M E E N T R E P R E N E U R S H I P C O U R S E S F O R U N D E R G R A D U A T E S

3 Courses +Paid

Summer Internship+Mentors

See http://mfp.stanford.edu

M A Y F I E L D F E L L O W S P R O G R A M 2 0 1 6A P P L I C A T I O N D E A D L I N E : F E B 1

Students learn structure & methods of start-ups;

students seek internshipsat start-up companies

Spring : E140A

Students leverage the power of real world, hands-on experience

Summer : E140B

Students bring back experiences and learn from them as a group

Autumn : E140COutstanding undergrads & coterms apply to be

“Mayfield Fellows”

Winter

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What lies ahead … Admissions process after a break

e145.stanford.edu

W H A T A R E S O M E C H A R A C T E R I S T I C S O F G R E A T L E A R N I N G E N V I R O N M E N T S T H A T Y O U

H A V E S E E N A T S T A N F O R D O R E L S E W H E R E ?

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S U C C E S S F O R M U L A F O R E 1 4 5 ( O U R “ C U L T U R E ” )

1.  Show up on time and stay until we are done2.  Minimize digital distractions, please3.  Be nice to people (e.g, constructive comments only,

listen carefully, and just one speaker at a time)4.  Do what you say you will do and deliver more than

you promise (both in the classroom and out)5.  “Bring it” with energy and passion6.  Say “please” and “thank you” a lot

Reference: JM Perry and others 33

A D M I S S I O N S P R O C E S S

•  Wednesday, Sept. 23 - Attend E145 and last call to submit MS&E Common Application

•  Wednesday, Sept. 23 at 6PM - Receive email regarding admission status to class

•  Thursday, September 24th at noon- Respond to email to confirm your spot in E145 (if accepted)•  Waitlist will be cleared Thursday afternoon/evening

•  Friday, September 25th - Attend E145 (if accepted and confirmed)

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Thank you! Q u e s t i o n s ?

e145.stanford.edu