■日時：2015年 3月7日(土) 9：00～8日(日) 15：00 （1泊2日）
Technology is changing at an increasingly rapid pace, turning entire
industries such as transportation, education and healthcare on their
heads. At the same time, consumer expectations for the experiences
companies are providing are escalating. Together these trends are creating
a world in which traditional linear thinking – e.g., what comes after the
PC? – is no longer valid. The complex problems these changes imply require
different approaches to framing and solving problems, and the ability to
work collaboratively while applying those approaches.
In this session we draw your attention to the ways in which you frame and
solve problems today, and introduce you to a set of options you might
consider using to frame and solve problems in the future. We’ll focus on
developing your skills in four areas: observation, framing and reframing,
diverging and converging and rapid experimentation. In each, we’ll provide
a variety of tools or methods –conducting dialogue to understand others,
using metaphors for concept generation, telling stories to test ideas --
for you to try, and we’ll have you apply them in teams to real issues.
The session draws upon the mindset of design thinking, while also tapping
the skillsets and toolsets associated with critical thinking and systems
New Product Development and Manufacturing／Operations Management
・Ph.D. in Department of Industrial Engineering and Engineering Management, Stanford University
・She joined Hewlett-Packard Company, Corporate Design Foundation , MIT, and Stanford University.
In this course, students learn the basic theoretical literature on leadership, including its psychological dimensions. These ideas will be applied to leadership tasks that students will face in their careers, such as building networks and influencing others.（Each segment = 1 hour）
Day 1 Afternoon 3 hours
- "Introduction to Leadership" Objective: To understand the basic elements of leadership from research and practical perspectives and to analyze the role of personality and the interaction of different personality types.The lecture covers the basic concepts of leadership: what leaders do; personality traits; leadership skills; ethics.
- "Leadership Style" Objective: To understand different leadership styles, when to use them, and what is your own leadership style.The lecture introduces students to the concept of emotional intelligence and how it relates to leadership style. They will bring with them the results of a short questionnaire (distributed ahead of time) to be used to understand their own leadership style.
- "Influence Strategies" Objective: To understand different methods to influence the people around you. We will do this through observation of an influence situation and through self-analysis.Influencing and persuading others are key skills necessary for leadership. Students will learn about different strategies and their own influence style. We will also discuss how to influence people who are above you, using active listening skills and social awareness. Again, a brief questionnaire will be distributed ahead of time.
Day 2 Afternoon 2 hours
- "Relational Style" Objective: To strengthen relationships and reduce conflict by understanding what drives you and what drives others.A questionnaire distributed at the end of Day 1 will form the basis of a lecture on how people with different relational styles interact with each other, the problems this creates, and how to have a more productive relationship with the people around you.
- "Entrepreneurial Networks" Objective: Understand how social networks and social capital are related to your ability to succeed. How networks operate and how you can make them work for you.This lecture will introduce students to the use of networks for entrepreneurial purposes, how they are different from closed networks, and the benefits that they may bring. It draws on ideas from the literature on reciprocity and persuasion.
- Deborah Ancona, "Leadership in an Age of Uncertainty," MIT Leadership Center.
- Daniel Goleman, "Leadership that Gets Results", Harvard Business Review.
- Robert Cialdini, Influence: Science and Practice, pages 20-33, 61-74, 144-160.
- Wayne Baker, Achieving Success Through Social Capital, chapter 3.
Business History／Corporate Governance／Human Resource Management
・Ph.D. in Economics, UC Berkeley
・Visiting professor at Doshisha University, the London School of Economics and Political Science, the University of Manchester, the University of Tokyo, and Waseda University.
３．ベンチャーファイナンス／Start-Ups, Venture Capital, and You
Every start-up needs money. Your friends, family, professors, business colleagues, start-up incubators, members on crowd-sourcing websites, angel investors and venture capitalist both in Japan and the USA would be glad to invest in start-ups so long as the vision is big, they understand your operating space, they are impressed by what you have achieved so far, and reaching your further goals looks like a possibility with the ultimate rewards being attractive.
The purpose of this module is to provide a practical introduction on how to start a technology company with a large emphasis placed on teaching students how to acquire the above-mentioned forms of venture capital. This class will outline the practical process of raising venture capital in exchange for some of your start-up’s equity.
articipants will be divided into small teams and will pitch their ideas in class to the lecturer, who will play the role of venture capitalist. Students will not only learn how to raise capital and fund their start-ups but will also learn the personal skills necessary for navigating and managing the often difficult and stressful aspects of starting a business. Your lecturer will happily assist you through the class and will continue to be available as a resource after the module is finished to provide assistance, advice, and any insights to aid you in your ventures.
corporate environment／creation of start-ups
・Ph.D. in Mathematics, MIT and U.C. Berkeley
・Actively involved in Neurora, Realac, Ednext, Microbiome Discoveries and K&K Funds.
・Previous work:Founder&CEO of Copernicus, Director of Research and Analysis at Aon, VP at Goldman Sachs.