New Enterprises covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise.

Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up.

Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process.

C. Madsen

N. Teng

Entrepreneurship 101: Systematic Approach to New Venture Creation

Covers modern tools and methods for product design and development. Includes a cornerstone project in which teams conceive, design and prototype a physical product and/or service. Covers design thinking, agile development, product planning, identifying customer needs, concept generation, product architecture, industrial design, concept design, green design methods, and product management. Sloan students register via Sloan course bidding. In person not required. Engineering students accepted via lottery based on WebSIS pre-registration.



N. Jean

S. Eppinger

General Motors LGO Professor of Management

Product Design and Development

Healthcare Ventures explores the process of early-stage healthcare venture creation and models the process of entrepreneurship, amid navigating healthcare’s complexities. The course is an opportunity for those who seek careers at the intersection of healthcare innovation, medical technology startups, global health and healthcare venture capital. This course lends a taste of the process needed to discover, evaluate, and test new technologies and business models with broad potential to impact human health. 

Course content and process have taken principles from MIT Hacking Medicine, Product-Market Fit, Human-Centered Design Thinking, Agile Sprints, Business Model Canvas and tailored them to the complexities and tectonic shifts of healthcare, both in the US and globally. An emphasis will be placed on understanding the Business Models and Economic Buyers for your healthcare innovation while developing a plan to design and launch a product or service.

Outside Speakers
Over half of the classes will include outside speakers from startups, venture capital, healthcare systems, government, pharma and med tech. Past years speakers included Google Ventures, PillPack/Amazon, Sequoia Capital, MIT Engine Fund, Blue Cross, Bain Capital, IDEO, Aetna, Fidelity, True Ventures, Verily/GoogleX, GE Ventures, Langer Lab, HHS, Atrius Health ACO.

Your Project/Venture/Problem Idea
If you have already conceptualized or done preliminary work around a potential solution for a pain point in healthcare, the Healthcare Ventures faculty invites you to share it with us for consideration as one of the class projects. We need ideas that are still in a sufficiently early, formative stage so they can be developed during the class and thus provide a foundation on which the key concepts of new medical venture development can be taught. These concepts include, but are not limited to, de>ining your market, understanding your customers, identifying and evaluating various stakeholders, analyzing the competition, and defining a value proposition and product/market fit. The objective of the class is to help you to understand and engage in the process of evaluating and developing a business opportunity. The class is not intended to create a viable business opportunity at the end of the semester. So, an idea would not be acceptable if it is too far along to benefit from the disciplined approach to entrepreneurship that we teach in class. If you don’t have an idea, that’s OK too; you will be able to choose a team/project that interests you. In past years, members of the class have advanced many interesting, impactful problems, and some have actually served as the foundation for building successful businesses. Please contact our TA to arrange an appointment with one of the faculty members so that we understand your idea in sufficient detail to ensure it meets the criteria outlined above, and to make sure you get the most out of taking the class. We look forward to speaking with you!

Themes for Healthcare Ventures
Some teams will form around ideas proposed by your classmates. Other teams will want to consider areas that are emerging trends ripe for disruption in healthcare. Theme that represent areas of significant opportunity include:

Administrative automation and digitization (e.g., Cedar, Olive)
Disease management and therapeutics (e.g., Omada, Hinge Health)
Screening and diagnostics (e.g., Arterys, Modern Fertility)
Drug discovery (e.g., Atomwise, insitro)
Clinical trials (e.g., DNAnexus, Science 37)
Clinical intelligence and enablement (Unite Us, BrightInsight)
Primary and urgent care (e.g., Carbon Health, Cityblock)
Specialty care (e.g., Somatus, Cricket Health)
Pharma supply chain (e.g., Capsule, Truepill)
Health plans and benefit management (e.g., Carrot, Lyra)
Real world evidence (e.g., Tempus, Medbanks)
Virtual care delivery (e.g., hims & hers, Doctor on Demand)
Women’s health (e.g., Maven, Elvie, Tia)
Health & fitness (e.g., Fitbit, Withings)
Genomics (e.g., 23andMe)
Healthcare/DAO/Fintech
Remote monitoring (e.g., vitalconnect, eCaring)
Web3/Crypto
(It’s ok if you don’t know yet or don’t have a strong preference!)

Action Learning Lab for Healthcare Ventures
Most of the longer Thursday classes will have 4 parts: faculty lectures, outside guest speakers, and small team breakout sessions.

After teams are formed in the early classes, you will begin by exploring, defining, and deepening your understanding of the unmet need and of the value of transforming the outcome. In the second block, you will consider and test potential value propositions, and finally, in the third block, you will craft a business model and pitch. Teams will witness the development, challenges, and progress of the other teams attacking different areas of healthcare in the course at regular intervals. By the end of the course, students will have experienced best practices in identifying and validating health venture opportunities, amid the challenges of navigating the healthcare/disease mapping, team dynamics, and venture capital pitching process.

Z. Chu

M. Gray

A. Hiller

Senior Lecturer

Professor

Lecturer

Healthcare Ventures

Experiential study of the climate for innovation and determinants of entrepreneurial success. Students work in teams of four with the top management of a company to address real-world business challenges. Students gain insight as to how companies build, run, and scale a new enterprise. Focuses primarily on scale-ups operating in emerging markets. Restricted to MBA students; all other graduate students by permission of instructor only.

M. Jester

Senior Lecturer and G-Lab Course Manager

Global Entrepreneurship Lab

Introduction to finance from the perspective of business people and finance professionals. Designed to build effective decision-making skills based on sound financial knowledge, focusing on areas such as day-to-day operational issues and management, launching a startup, or negotiating option bonuses. Provides a firm grounding in the modern financial analysis underlying any decision, through three core themes: determining the value of a project, deciding how to finance a project, and managing its risk. Students also hone their ability to negotiate skillfully and speak intelligently about finance. Meets with 15.417 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Some sections are restricted to graduate students only without the permission of the instructor. See syllabus url for further details.

Managerial Finance

15.401

About the Class

Faculty