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Jointly sponsored by Stanford's Graduate School of Business and
School of Engineering
 President
John L. Hennessy
President, Stanford University
[View Biography]
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 James
D. Plummer
John M. Fluke Professor of Electrical Engineering and Frederick Emmons Terman Dean; Professor of Electrical Engineering and, by courtesy, Materials Science and Engineering
[View
Biography]
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 Daniel
N.
Rudolph
Senior Associate Dean for Operations, Stanford Graduate School of Business
Dan came to Stanford in September of 2000 as the first Senior Dean - Operations at the Stanford Graduate School of Business. The Senior Dean - Operations role was created to provide overall leadership and management of the staff at the GSB. Dan is responsible for the non-academic parts of the MBA, Sloan, and PhD programs as well as executive education programs, all externally-oriented groups including fundraising, alumni programs and PR and the internal support groups such as Information Technology, Jackson Library, faculty support, case-writing, HR, finance and facilities.
Previously, Dan was President and CEO of Imparto, a Business to Business Internet Software Company, before selling the company in late 1999. Earlier, Dan spent 4 years at Intuit where he led the marketing team that acquired the first million QuickBooks customers. Dan was also the VP/GM for Intuit’s electronic banking business prior to selling it to Checkfree. Dan has nearly 20 years of marketing and general management experience having worked in Silicon Valley since graduating from the Stanford Graduate School of Business in 1981. Dan’s undergraduate degree in Economics was from Williams College. Dan currently lives in Atherton with his wife Anne, his three kids Jack, Claire and Ellen.
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 Dr.
Andy Dipaolo
Executive Director, Stanford Center for Professional Development (SCPD); Senior Associate Dean in the School of Engineering at Stanford University
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Garth Saloner
Philip H. Knight Professor and Dean
Economist Garth Saloner is known for his pioneering work on network effects, which underlie much of the economics of electronic commerce and business. Saloner’s research focuses on issues of entrepreneurship, e-commerce, strategic management, organizational economics, competitive strategy, and antitrust economics. Much of his recent work has been devoted to understanding how firms set and change strategy in established firms and startups.
[View Profile]
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Strategic Leadership
In this session we address how to manage and lead the strategy development
process in your organization. Strategic leadership is the process of enabling an
organization to formulate, communicate, and implement a strategy for success.
The emphasis will be on “enabling” because generally strategy cannot be done by
any individual or even one team. Strategic leadership will be seen to as much
about creating an organization and culture that can allow strategy to emerge as
about dictating the course.
The Entrepreneurial Organization
Superior execution requires managers in large companies to act like business
owners. These ‘intrapreneurs’ have to have a bias for action, be able to take
risks and take personal ownership. This session will leverage Stanford’s
extensive experience with entrepreneurs to help companies in India implement a
more entrepreneurial culture. |
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Hayagreeva Rao
Atholl McBean Professor of Organizational Behavior and Human Resources; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program; Morgan Stanley Director of the Center for Leadership Development and Research
Hayagreeva Rao has published widely in the fields of management and sociology and studies the social and cultural causes of organizational change. In his research, he studies three sub-processes of organizational change: a) creation of new social structures, b) the transformation of existing social structures, and c) the dissolution of existing social structures. His recent work investigates the role of social movements as motors of organizational change in professional and organizational fields.[View Profile]
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Creating a Culture of Customer-Focused Innovation
This session focuses on how companies can build a culture that is both customer
centric and democratizes innovation. The processes that organizations normally
use to pursue innovation can actually erode their capability to innovate and
impair customer centricity. Drawing on extensive Stanford research and
experience, we will discuss ways to enhance customer centricity and harness the
creativity of employees.
Strategic Talent Management
At the heart of the successful execution challenge is recruiting, developing,
retaining and aligning talent with strategy. This challenge is especially acute
in India because of the exploding demand for talent at all levels. This session
will provide business managers with frameworks for thinking broadly about the
various elements of talent management and successfully leading cultural change. |
 Friedrich B. Prinz
Professor Mechanical Engineering and of Materials Science and Engineering;
Rodney H. Adams Professor in the School of Engineering
[View Profile]
The Aging Population and the Energy Shortage: An Engineering Perspective
Professor Prinz will explore how engineering addresses two of the most vexing
challenges facing the planet: energy and an aging population. Hydrogen is being
positioned as the element that will save the planet and revolutionize
transportation and industrial processes -- but what will it take to make this
happen? Professor Prinz will address the challenges and opportunities facing the
Hydrogen economy and discuss promising technologies, like nanotechnology
devices, and their use in fuel cells. He will also provide insights on the
impact Hydrogen will have on industries such as automobiles, automotive parts,
energy, manufacturing, and the Indian and global economy in general.
In the second part of his talk, Professor Prinz will discuss the demands the
rapidly increasing aging population will have on the medical field (in the next
50 years, there will be more people over 60 worldwide than ever before!)
Professor Prinz will provide a vision for the future of medicine, looking at
novel drug delivery schemes, vascular interventions at the microscale, joint
decay and mobility solutions, and the implications of nanotechnology-based
biological innovations in general as a means to address escalating global
healthcare demands. |
 Arogyaswami J. Paulraj
Professor of Electrical Engineering
[View Profile]
Connecting India: An Engineering Perspective
Innovative businesses of the future will rely heavily on wireless
technology. In this two part talk, Dr. Paulraj will first address communications
and positioning technologies, and in the next part explore some initiatives that
India needs to emerge as world class player in this market segment. The talk
will also highlight India's history in these technologies.
Wireless networks offer many opportunities for Indian industry particularly in
carrier services, equipment design, manufacturing, and embedded systems.
In this first session, Dr. Paulraj will outline the past and likely future
evolution of wireless networks along with the market potential of wireless
communications in India. Dr Paulraj will then explore positioning technologies
such as GPS and discuss numerous emerging applications in the Indian market. The
role of such technologies to reduce the infrastructural constraints and enhance
India's global competitiveness will be emphasized.
In the second part of his talk, Dr Paulraj will explore how India can emerge as
a leading innovator in these core technologies. The problems of poor investment
over the past decades, and the need for new business models, fresh regulatory
and fiscal policy initiatives and visionary leadership will be touched upon. The
paramount imperative to grow a world class research university to catalyze a
world class industry will be emphasized. |
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