PADM-GP 4188 The Business and Psychology of Social Entrepreneurship: Roll up your sleeves. This course is about addressing social problems and changing the world by using your signature strengths in the service of others. We will examine the ever-evolving theory and practice of social entrepreneurship around the globe, covering multiple change-making roles required for successful social entrepreneurship, including the visionary, the infrastructure engineer & manager, and the media & arts contributor. To this end, you and a small team of your peers will be invited to collaborate on a social enterprise business plan of your own design. The semester will progress as an informal laboratory where you will be required to use both sides of your brain observing, experimenting with, and helping shape what it means to be a social entrepreneur.

UGPH-GU 90 Topics in Public Health: Controversies and Debates: A new GIPH course focused on creating sustainable and scalable Public Health business models, either as stand-alone entities or within a larger corporation. Teams of undergraduate students will explore specific Public Health needs that can be addressed via innovative, entrepreneurial ventures and gain increased business and entrepreneurship skills in a Public Health context.

CSCI-UA 480 Collaborating Remotely: Build Software from Anywhere: Each semester, multiple special topics courses are offered, covering topics that may not be offered on a regular basis. Prerequisites vary and are determined by topic. Extracting, transforming and analyzing data in myriad formats with traditional relational databases as well as non-relational databases. Data modeling, cloud databases, and API programming. Garnering insights using Python and current data analysis tools and libraries.

Degree Program: MS-CEI: Master's of Science in Computing, Entrepreneurship and Innovation: The new MS program in Computing, Entrepreneurship, and Innovation (MS-CEI) is offered jointly by the Courant Institute and the Stern School of Business. The MS-CEI is designed to train future generations of technology entrepreneurs in the fundamentals of computer science and entrepreneurship.

IDSEM-UG 1936 Entrepreneurs, Robber Barons, Salesmen & Frauds: The American Business Tradition: Throughout American history, the image of business has been fraught with social meaning. Businesspeople appear in the popular imagination as canny, practical geniuses; ruthless autocrats; master manipulators of consumer desire; and con artists, seeking to scheme a gullible public. This course will look at the ways that business people have thought about themselves, the ways that others have seen them and the various ways of considering the social role of business. We will proceed by looking at a different aspect of business history each week, usually through the lens of the biography of a particular individual or company. We will move from slavery and capitalism in the antebellum era, through the railroads of the late nineteenth century, to Henry Ford and mass production, and then consider Wal-Mart, the rise of finance and the business career of Donald Trump

IDSEM-UG 1993 The Detroit Cycle: 21st Century Reinvention(s): This course examines the ways in which Detroit has been imagined, represented and parsed in literature, documentary film, political discourse and historical narratives: first as the “Stove Capital” (1850s), as a “Coach and Carriage” center (1890s), as the “Motor City” in the early decades of the 20th century, as the “Arsenal of Democracy” during World War II, as “Motown” in the postwar period, as “The Murder Capital” in the 1970s, and as a “Third World” city on the brink of bankruptcy in the 1980s and 1990s. Today it is touted as “The Renaissance City,” but in what is the present-day optimism rooted? Is it “boosterism” and wishful thinking? Or will Detroit “rise again” through creative experimentation and entrepreneurial innovation?

ECON-UH 4050 Capstone Seminar - Entrepreneurship and Finance: By reading and discussing research papers in a specific subfield of Entrepreneurship or Finance students acquire familiarity with current research methods and topics. Topics vary from semester to semester

ENGR-AD 297J Innovation and Entrepreneurship: The course helps students gain the tools and knowledge to develop a comprehensive new venture that is scalable, repeatable and capital efficient.

ENGR-UH 1021J Design and Innovation: The course introduces students to concepts of innovation, sourcing, shaping, and evaluating ideas and inventions. The labs require students to use existing innovations to create and build prototypes of new technology/design products, with real-life constraints.

ENGRN-UH 1111J Innovation and Entrepreneurship: (Formerly ENGR-AD 297J) NOTE: This course is open to NYUAD students only. By taking this course, students gain the tools and knowledge to develop a comprehensive new venture that is scalable, repeatable and capital efficient. The course helps students formulate new business ideas through a process of ideation and testing. Students test the viability of their ideas in the marketplace and think through the key areas of new venture. The first part of the course helps students brainstorm about new ideas and test the basic viability of those ideas through of process of design and real world tests. After an idea is developed students work towards finding a scalable, repeatable business model. The course covers customer discovery, market sizing, pricing, competition, distribution, funding, developing a minimal viable product and many other facets of creating a new venture. The course ends with students having developed a company blueprint and final investor pitch. Course requirements include imagination, flexibility, courage, getting out of the building, and passion.

LAW-AD 224J Law in Entrepreneurship: The course provides students with the fundamental and practical knowledge of legal competitiveness for enterprises and will introduce them to a broad range of legal issues encountered by founders and business executives and will also help them develop a set of analytical perspectives for making judgments when such issues arise.

LAW-UH 2120J Law in Entrepreneurship: Formerly LAW-AD 224J) Law in Entrepreneurship seeks to prepare students for the interconnectedness of global startup organizations and the internal and external legal environments. The course will provide an introduction to entrepreneurial strategy with a focus on law as a basic framework. The course will provide students with the fundamental and practical knowledge of legal competitiveness for enterprises and will introduce students to a broad range of legal issues encountered by founders and business executives and will also help students develop a set of analytical perspectives for making judgments when such issues arise. Students will act in the roles of key decision-makers or their advisors and solve problems related to the development of the competitive advantage of the enterprise in a given market. While the chief concern of those who create and manage businesses of any kind is often in the mechanics of the business itself, law is an integral part of running the machine that is an enterprise. It is law that sets certain standards for the setting in which a business operates and provides the framework to codify the business’ own standards. Thus, insight into the law becomes a significant tool in the business leader’s repertoire. It allows you to be mindful of the business’ limits and knowledgeable about in what manner the business can be strengthened. Students will visit Proctor & Gamble, the Abu Dhabi Courts, and meet the Tourism and Promotion Manager from TCA and speaker at the World Economic Forum

LEAD-AD 115J Critical Issues in Social Entrepreneurship: Innovations in the Middle East: This course provides an introduction to the topic through discussion of how social entrepreneurs develop their ideas of social and environmental innovation, how they fund/finance their ventures, the ways in which they overcome the challenges of integrating various levels of economic performance with social/environmental impact and the types of organizations social entrepreneurs create (for-profit, non-profit, cooperative, hybrid, etc).

LEAD-AD 212 Special Topics in Leadership and Social Innovation: This course is taught by leading management and policy scholars from around the world who are in residence in Abu Dhabi. The content is oriented toward the scholar’s expertise and the evolving landscape of leadership, entrepreneurship, and innovation.

LEAD-AD 300 Business Acceleration and Disciplined Entrepreneurship: The course provides a framework for teams to move from an idea about a product or service to forming a viable company. Our process will allow students to understand their idea, the competitive landscape, the scale and economics of their potential business and have a sense of customer needs as it relates to their product or service.

LEAD-AD 501 Entrepreneurs in Training: The purpose of the course is to enable student entrepreneurs to research and develop a viable, realistic business proposal for a start-up company in the UAE. An inaugural, NYUAD Entrepreneurs in Training Advisory Board has been commissioned to guide and evaluate the progress of the business proposal.

LEAD-UH 1001J Critical Issues in Social Entrepreneurship: Innovations in the Middle East: Formerly LEAD-AD 115J) Social Entrepreneurship is a dynamic and growing field that may be defined in various ways, yet at its core is about using evolved business thinking and practices to change the world. This course provides an introduction to the topic through discussion of how social entrepreneurs develop their ideas of social and environmental innovation, how they fund/finance their ventures, the ways in which they overcome the challenges of integrating various levels of economic performance with social/environmental impact and the types of organizations social entrepreneurs create (for-profit, non-profit, cooperative, hybrid, etc). Through a "deep dive" case study of a leading social enterprise, Sekem Group in Egypt, students will explore the relevance of social entrepreneurship in a changing world and heighten our understanding of the potential we each hold to be "change makers."

LEAD-UH 3001 Business Acceleration and Disciplined Entrepreneurship: (Formerly LEAD-AD 300) This course provides a framework for teams to move from an idea about a product or service to forming a viable company. Students will walk through initial customer discovery, market size, customer value, marketing to customers and many other areas. The process will allow students to understand their idea, the competitive landscape, the scale and economics of their potential business and have a sense of customer needs as it relates to their product or service.

Leadership and Social Entrepreneurship: The courses in this pre-professional area are designed for students to study the dynamics of social innovation, organizational change, and transformative leadership — with a particular focus on the not-for-profit and government sectors.

SRPP-AD 122 Entrepreneurship: The seminar introduces the classical and contemporary writings on the rise of entrepreneurial capitalism in the West and the global diffusion of modern entrepreneurial spirit and firm. We then focus on research on entrepreneurship using secondary sources and data available through the internet.

SRPP-UH 1614 Entrepreneurship: (Formerly SRPP-AD 122) Whether as heroes or agents of creative destruction, entrepreneurs and their innovations have had a transformative influence on modern economic growth and the wealth of nations. The first part of the seminar introduces the classical and contemporary writings on the rise of entrepreneurial capitalism in the West and the global diffusion of modern entrepreneurial spirit and firm. Classical approaches pioneered the study of modern entrepreneurship in its rational orientation to profit making through innovative activity. Contemporary approaches shift the emphasis away from analysis of individual attributes and agency to focus on examining the role of social networks, organizational forms, and institutional environment in facilitating entrepreneurial activity. The last part of the seminar will focus on research on entrepreneurship using secondary sources and data available through the internet.

GLOB1-GC 2292 Entrepreneurship in a Globalized World: This course helps in converting problems into opportunities through a process that helps one hone their strategy and execution. This class will empower students with the key process of global innovation and how to turn ideas into sustainable businesses.

GLOB1-GC 2481 Hacking for Energy: Hacking for Energy is a semester-long graduate-level course designed to provide students a better understanding of some of the key challenges in creating a cleaner, more efficient energy industry. While in the course, students propose and iterate business and technical solutions to real-world challenges being faced by industry and policy stakeholders in the NYS energy economy. Past Industry Hosts have included Bright Power, Con Edison, GE, IBM, Tesla, and more. Students learn from working together in teams (teams are required), and the course represents a unique and important experiential learning opportunity via the Lean Startup methodology to help identify a solution to one of these key problems and assess the viability of that solution. Students learn about the start-up world, and the course provides exposure to potential employers in the energy industry. To be considered for this course, students must apply in teams through a competitive application process managed by the department.

HRCM1-GC 2430 Small Business Coaching: This course is designed for individuals who are interested in establishing and growing a small business as a professional coach. This course will cover how to build, maintain and sustain a thriving coaching practice. Students will be presented with and develop ideas, strategies and techniques focusing on best practices for small business development. It will focus on how to build and maintain their own coaching business by exploring the following: business models, income streams, financing strategies, accounts payables, cash flow, investing in your business, developing new billable services and products, pricing and marketing/sales strategies and techniques, and social media presence

HRCM1-GC 2600 Making Social Entrepreneurship Happen: This course teaches the process of social entrepreneurial problem-solving, along with some of the practical, nitty-gritty skills required for a value-centered career and empowers students as change agents, to make a difference starting right now.

HRCM1-GC 3020 Rapid Change & The Entrepreneurial Org:

HSASU-UC 41 Integrated Marketing: Innovation and Strategy: This course, for high school students, will briefly touch upon the new role of interactive and digital marketing, and the critical part they play in today's business environment.

HSASU-UC 64 Entrepreneurial Problem Solving: This course aims to prove that everyone can learn how to find solutions to problems that may ultimately develop into successful businesses, which can create change in our world. This class is social and interactive in nature.

INTG1-GC 1060 The C-Suite Perspective: Leadership & Int Mktg: This course focuses on the role of the C-Suite leadership and how the competing demands of those roles shape the organization. Students explore the differences between leadership and management and gain understanding of relevant C-Suite practices. Throughout the course, students examine the role of vision, mission, values, and organizational culture in guiding the organization. Topics include risk analysis, scenario planning, leadership models, influencing organizational culture, building relationships and networks, critical thinking, investor relations, crisis evaluation/mitigation, stakeholder analysis, negotiation and persuasion, and entrepreneurship.

ISMM1-UC 710 Project & Innovation Management: This course focuses on how to use project management methodologies and tools within the information systems development process. Students learn how to control project budgets and completion schedules, how to motivate the project team for greater productivity, and how to avoid potential people problems.

LRMS1-UC 718 Technological Entrepreneurship: This course investigates the principles and models of technological entrepreneurship inside and outside of the corporate environment. Strategies for marketing and selling new technological innovations are also investigated.

LWSO-SHU 205 Law & Entrepreneurship: This would be an introductory course covering all of the main legal challenges in starting a new global business. This course is designed to provide a broad understanding of the judicial systems as well as the legal issues entrepreneurs face outside of the system (e.g., formation, ownership, product risk, intellectual property protection). To show these challenges and principles, assignments for the course include readings, case discussions, and interaction in presentation sessions as presenters and questioners. It is not enough for students to learn mere legal rules; this course endeavors to teach them how to understand how said rules apply in a real world setting and how entrepreneurs can use the law to minimize risk and liability. Thus, in addition to the lectures and readings each week, there is a case study that demonstrates how legal issues work in the context of a global start-up business.

MASY1-GC 1220 Financial Management: This course covers current financial and managerial accounting methods and their function within the information system of decision making. Topics include accounting theory and concepts, financial statement analysis as well as financial analysis for evaluation and decision-making. The course also focuses on capital investment analysis, financial models, and the legal ramifications of technological advances in the finance industry. Students learn to apply financial management principles, techniques, and best practices to analyze a firm’s finances. The course prepares students to study financial risk management and entrepreneurship.

MASY1-GC 3310 Strategic Management of Technological Innovation: This course is designed to enable the potential manager to deal with the demands of strategic planning in a technology-driven organization. It addresses such concerns as minimizing the R&D cycle, assuring smooth transition from design to production, innovation streams, and technology and business strategy.

MASY1-GC 4200 Innovation & Entrepreneurship: This course teaches students how to develop a structured business plan using entrepreneurial best-practices to integrate their innovative concept and capitalize on their opportunity.

MEST1-UC 6012 Social Media: Social media is calling into question traditional media models and providing new ways to facilitate meaningful exchanges and value creation in both the commercial and public spheres. It requires new ways to conceptualize communication flows and strategies and to understand how they influence cultures, economies, and society as a whole. Social media also requires new skills t conduct successful commercial and grassroots operations and campaigns. This course introduces the student to new developments in social media technologies and techniques; discusses the key communication and economic attributes that power this medium; helps them understand how social media can be used as part of an organization’s communications strategy; identifies key skill sets and knowledge students can acquire for entrepreneurial innovation and employment in this area, and lastly; exposes them to some of the legal, privacy, and other unfolding social concerns that accompany this dynamic new medium.

MSEM1-GC 1035 Entrepreneurship and Business Plan Development: This course will examine the challenges and opportunities associated with starting a new event business venture. Emphasis will be on planning and developing an event business as either a private or not-for-profit venture. Topics include fundamentals of entrepreneurship, business planning and development strategies, tax policies, legal forms of ownership, sales techniques and marketing strategies. Case studies will be used throughout the semester. The final class project will be the development of an entrepreneurial business plan.

MSEM1-GC 2015 Managing Your Event Business: The event industry is abound with small businesses and entrepreneurial activity. This class deepens your understanding of managing your own event business, after you have completed the Entrepreneurship and Business Plan Development class. Topics include: finding your niche, financing your start-up, building customer relationships, governmental regulation and taxation, promotional planning, and managing growth.

PUBB1-GC 3561 Publishing Start-Ups: Strategies for Success: The expansion of digital distribution has opened many new doors for publishing entrepreneurs interested in creating start-up media businesses. What does it take to create a potentially successful start-up? What is the ideation and review process, the value proposition, and the marketplace? What publishing start-ups have worked, and which failed—and why? In this course, we will take a close look at companies such as Pottermore, Scribd, Oyster, BookRiot, BookBub and Epic. While the primary focus will be on book startups, we will also look at magazine media and social media/technology start-ups. We will hear from entrepreneurs in the field, as well as venture capitalists who take chances on these companies. What are they looking for? What are the variables that matter? This course will be a road map to start-ups and a valuable introduction to the concepts discussed in the Capstone course.

REAL1-GC 3410 Entrepreneurship & Innovation in Re & Dev: This course explores numerous facets of new venture creation and growth and to foster innovation in real estate development projects. Specifically, this course analyzes the unique financial, legal, political, and organizational issues associated with entrepreneurial real estate development.

TCHS1-GC 3030 Entrepreneurship for Hospitality & Tourism: This course reviews the individual characteristics needed by the prospective entrepreneur and the physical, demographic, economic, and financial environment of the new venture. Special emphasis is placed on identification of funding sources and the concept of risk management.

TCHS1-GC 3425 Entrepreneurship: This course examines an entrepreneurial process as it relates to the hospitality industry. Topics include opportunity recognition; entry and marketing strategies; the elements of successful business plans; venture capital, debt and equity financing techniques; organizational structures; and legal and tax considerations.

TCHT1-UC 1600 Business Development I: An examination of business management principles (planning, organizing, staffing, directing, and controlling) and organizational structures (single proprietorship, partnership, limited liability corporation, C corporation, and S corporation) from human, legal and financial perspectives. Topics covered include: life cycles of businesses, financial and risk analysis for businesses, legal issues in business operations, premises liability, franchising arrangements, analysis of physical assets, industry practices, managerial strategies, and current governmental regulations.

TCHT1-UC 1602 Business Development III: An analysis of the challenges faced and skills necessary in running a small organization or making changes within a large one from the perspectives of marketing, finance, law, and human resources. Topics covered included: the principles and procedures for starting a business, changing corporate structures, franchising, media strategies, making businesses successful over the long term, making effective changes in organizations, leading an organization, and the dimensions of entrepreneurial behavior.

TCSM1-UC 1050 Entrepreneurship in Sports: Students develop an idea for a sports business and then determine whether or not the idea is feasible. Special emphasis is placed on discovering and evaluating opportunities, developing appropriate business concepts; determining and acquiring needed resources, and managing the start-up and growth phases of new business creation.

TCSM1-UC 1602 Business Development: An analysis of the challenges faced and skills necessary in running a small organization or making changes within a large one from the perspectives of marketing, finance, law, and human resources. Topics covered included: the principles and procedures for starting a business, changing corporate structures, franchising, media strategies, making businesses successful over the long term, making effective changes in organizations, leading an organization, the dimensions of entrepreneurial behavior.

BUSF-SHU 232 Entrepreneurship Explored: An entrepreneur is someone who is always on the lookout for problems that can be turned into opportunities and finds creative ways to leverage limited resources to reach their goals. In this course, students will explore fundamental concepts, theories, and frameworks of entrepreneurship. Through cases, articles, guest entrepreneurs and team challenges, students will gain expertise in how to identify and evaluate opportunities; interpret, analyze, and build financial models; live life as an entrepreneurial leader; and create a new product or service. This course is not just for students who want to be entrepreneurs. Anyone who wants to create and sustain positive change should enroll. Prerequisite: None

BUSF-SHU 311 New Venture Strategy: This course intends to inspire students to re-conceptualize the essence of strategy from the entrepreneurial perspective. Students will be introduced to a new set of decision-making framework and tools for optimizing the most critical strategic choices faced by entrepreneurs. Based on these framework and tools, students will learn how to analyze the strategic positioning of various businesses in the world history of entrepreneurship, from Estee Lauder’s cosmetic empire during the 2 nd World War to Jack Ma’s smart business in the digital era.

IMBX-SHU 232 Entrepreneurship Experienced: The main aim of this course is to probe into the core rationale behind entrepreneurship: taking initiatives to make changes. Lecturing only accounts for less than one-third of the course, and students are expected to exhibit a high level of self-motivation to critically examine established and emerging ideas that have been shaping and transforming the concept and practices of entrepreneurship, as exemplified in specific cases and current practices. Students will thus be prompted to think critically and creatively about how to respond to the complexities of changes.

MPAMB-GE 2105 Concert Management: Course emphasizes concert promotion & facilities management. Content to include large venues & club outlets, box office & crowd management, labor relations, production techniques (i.e. sets, lights, sound, costumes, etc.), special events, tour planning & coordination, contracts & riders. Case histories to display investment capital pursuits, administration/staffing, market identification, objectives, sequencing & strategies, budgeting, & break-even from an entrepreneurial perspective.

MPAMB-GE 2205 Entrepreneurship for The Music Industry: Introduction to the discipline of entrepreneurship & how it applies to the for-profit music industry. Explores the creation, assessment, growth management, *& operation of new & emerging ventures as well as opportunities for entrepreneurial models in existing organizations.

MPAMB-UE 1306 Interactive, Internet, and Mobile Music: A survey of contemporary theoretical, technological, and socio-economic structures that link music and participatory/interactive media and entertainment forms. 'Interactive' models in the new music industry include social networks, music search and recommendation engines, personalized Internet radio and streaming, mobile music, live entertainment, and the use of music in video games and smartphone applications. These are examined and contextualized with a view to identifying business opportunities for musical entrepreneurs, creators, fans and facilitators.

MPAPE-GE 2189 Performance Practices/Entrepreneurship in 20th-21st Century Piano: A seminar/master class format will provide the context for the exploration of contemporary performance practices, interpretative strategies, extended techniques & the incorporation of multimedia in 20th & 21st century piano music. In-class performances & critiques will facilitate discussion of related aesthetic issues, programming strategies & the entrepreneurial & administrative skills relating to audience development.

BSPA-UB 2000 SIV: Social Entrepreneurship in Ghana: SIV Ghana is a one-of-a-kind course that combines in-class learning with a hands-on social entrepreneurship and cultural experience. Over the past seven years, SIV Ghana has been working with its partner village, Woatze Tsatoe, in the Eastern Volta region of Ghana, to help start community-owned social enterprises. When we began work, the village had no concrete structures, paved roads or any businesses. Since then, our class has assisted in establishing several community owned businesses, including the Amenuveve Batik Center, the Tsatoe Vegetable farm, a clean water business and an emerging business focused on women’s health.

BSPA-UB 44 Innovations and Strategies for Building a Progressive Social Enterprise: Sustainable Business & The New Economy, taught by Jeffrey Hollender, Co-Founder and former CEO of one of the most successful sustainable brands - Seventh Generation - explores the future of sustainability and sustainable business, the role business plays in concentration of money and power, and how "net-positive" business can contribute to a world of greater justice, equity, and wellbeing. This class assumes that in some manner you desire to be an active contributor to a just, equitable, and regenerative world. That is my definition of a "social entrepreneur." The course is committed to equipping you to be more effective in that pursuit.

BSPA-UB 51 Marketing for Impact: Strategies for Sustainable Business: The American corporate landscape is under assault. The average lifespan for a company in the S&P 500 is shorter than ever, approval ratings for corporations are lower than ever, and consumers are increasingly skeptical of advertising and corporate social responsibility messages that attempt to divert attention from unethical business practices.

BSPA-UB 70 Social Innovation Practicum: This course is designed to help students gain actionable insights into the nexus between economic and social value creation. Specifically, the purpose is to provide students with hands-on exposure to the entrepreneurial pursuit of social impact and innovation. As a result of this course, students will gain: • Increased ability to recognize and critically assess various forms of social enterprise strategies as tools of economic development and social transformation • Greater understanding of the challenges of growing and sustaining a social enterprise, as well as special insights into enterprise development and growth • Improved consulting skills, including project planning, issue and stakeholder analysis, formulation of strategic and tactical recommendations, and client relationship management.

Degree Program: Andre Koo Tech MBA: Designed for students with a passion for technology, the Andre Koo Tech MBA gives the tools of business to those pursuing careers in the industry. A specialized core and elective courses complement built-in immersive opportunities.

Degree Program: MS-CEI: Master's of Science in Computing, Entrepreneurship and Innovation: The new MS program in Computing, Entrepreneurship, and Innovation (MS-CEI) is offered jointly by the Courant Institute and the Stern School of Business. The MS-CEI is designed to train future generations of technology entrepreneurs in the fundamentals of computer science and entrepreneurship.

ECON-GB 2190 Emerging Economies and Globalization: 1950 to the Present: This course compares the emergence and development of four of the world's leading enterprise systems Great Britain Germany Japan and the United States. It examines political cultural and economic similarities and differences of successful wealth-creating societies paying special attention to impacts of government entrepreneurship management and financial institutions. The objectives of the course are to develop an understanding of different enterprise systems and to hone abilities to think comparatively both over time and across national contexts.

ECON-GB 2362 Economics of Creativity and Innovation: In this course, we will examine why some people, industries, and countries are more innovative than others. Course topics will include, but are not limited to the effects of patents, copyrights, immigration, social inequality, and education. The focus will be on policies made at the federal, state, and local levels, and on the implications of these policies for creative individuals in business, the arts, as well as science and invention. Discussions will touch upon the goals of policies and the extent to which the intention, implementation, and ultimate effects of policies align with these intentions. Students will learn to independently evaluate evidence on the effectiveness of alternative policies. They will be able to identify environments and policies that encourage innovation and creativity. Class sessions are a mixture of lectures, a guest lecture, and student presentations of existing research. Assessment will be based on these presentations and on a final project.

ECON-UB 219 Great Entrepreneurs: This course will examine the manifold aspects of great entrepreneurship through the biographies of representative innovators.

FINC-GB 3173 Venture Capital Financing: This course provides institutional background and details necessary to deal with the venture capital and new issues markets Examines basic valuation issues appropriate capital structure the value of liquidity and the value of control Also considers the intangible aspects of entrepreneurship and venture capital forms of financing.

FINC-GB 3361 Entrepreneurial Finance: This course identifies and follows the wealth creation cycle that begins with company startups passes through successive stages of various kinds of private equity financing and ends with the harvesting of the created wealth through a sale or merger or initial public offering. Emphasis is placed on how entrepreneurial firms adapt financing and financial contracts to the information asymmetry problems the high degree of uncertainty and the conflicts of interest associated with startups.

FINC-GB 3362 Applications in Entrepreneurial Finance: Fintech:

FINC-GB 3373 New Venture Financing: This course focuses on financing entrepreneurial companies especially startup and early stage ventures Its overall aim is to understand how entrepreneurs and their financial backers can spot and create value This involves learning about the following topics that trace out the venture capital cycle opportunity recognition how to tell a great opportunity from a mere good idea valuation and evaluation placing a value on the opportunity for funding purposes negotiating funding structuring the financing contract so as to avoid conflict before it arises and optimize performance incentives managing the investment helping the entrepreneur in non-financial matters and safeguarding the investment and exit taking the investee company public in an IPO selling it to management or a trade buyer or closing it down.

FINC-UB 61 Entrepreneurial Finance: This course seeks to provide an understanding of the financial and transactional skills required to fund new businesses and mature firms. The course integrates both an academic and practitioner view of the challenges facing entrepreneurs and investors involved in business start-up, venture capital, and private equity investment activities. The course presents frameworks and techniques needed to evaluate high-risk opportunities and structure appropriate investment transactions.

INFO-GB 2132 High Tech Startups & Products: A Technical Perspective: High-Tech software, whether at a red-hot startup or formidable incumbent, has become the ultimate value-adding force driving much of the modern economy. There’s not an exact science behind successful entrepreneurs, intrapreneurs and product managers. Identifying a genuine market need, building a product to address that need, and finding a business model to tie it all together profitably can’t be automated. That said, launching successful high-tech software as a new startup or product is no Voodoo either. While there’s no process that guarantees success, savvy entrepreneurs employ market-tested best practices to maximize their chances. High-tech software is built by a cross-functional team of software engineers, data scientists and/or user experience designers. Leading this team towards success requires understanding each role, how they solve problems through effective collaboration, and how to structure customers’ desires into the specifications these technologists need to deliver customer-delighting software.

INFO-GB 2345 Tech and the City: Customer-Centric Digital Entrepreneurship: Have you ever wondered what it's like to run a high-tech startup? This course provides students with immersive experiential learning about digital entrepreneurship through the lens of successful early-stage technology companies. Student teams are each embedded for a semester into different New York City-based startups from the investment portfolios of Union Square Ventures and other leading tech-focused venture capital firms. Over the course of this immersion students work with founders and investors to understand business models assess metrics and their connection to growth and funding and lead a customer centric assessment of the company's products.

INFO-UB 70 Digital Innovation & Crowdsourcing: This course explores new ways in which traditional firms as well as start-ups can become more innovative in today’s global economy by tapping into digital platforms and expertise residing outside traditional firm boundaries.

INTA-GB 2122 Disruption, Entrepreneurship & Social Impact: Disruptive technologies have massive impacts on society and create enormous business opportunities, especially for entrepreneurs. This course examines this phenomenon through 5 technologies causing global disruption: AI/Machine Learning & Robotics, Human Genome & Gene Editing, Blockchain & Cryptocurrencies, IoT, Virtual Reality & Augmented Reality, Autonomous Vehicles. We will also examine a cluster of technologies that comprise the Smart Cities phenomenon transforming cities globally to increase sustainability, efficiency and access to services.

INTA-GB 3344 Fashion Law & Business: Fashion law is the emerging business law specialty that provides legal counsel to fashion executives and entrepreneurs as they make strategic decisions and confront problems in design manufacturing distribution and retail. Fashion is not only a global trillion industry as narrowly defined in terms of apparel footwear jewelry and cosmetics but it has also become a driving force in the greater business world as the concept of fashion branding has spread to enhance such other product areas as eyewear, home products, hotels, automobiles and electronics. This course will teach students to develop effective synergies between strategic and legal perspectives in the growth of a fashion company.

MGMT-GB 2308 Venture Building for Entrepreneurs and Intrapreneurs: The future is fast, complex and in flux. Markets are being reshaped at an unprecedented pace, creating a world where disruption is common-place and innovation is not only expected but increasingly necessary. Every player is entering the race to win with the next big bet - entrepreneurs working at start-ups and venture studios, and intrapreneurs, working within corporations, all vying for a piece of the rapidly changing market. Building new ventures, as an entrepreneur or intrapreneur, has become a coveted skill.

MGMT-GB 2321 Commercialization of Frontier Technologies: Developing a solid understanding of frontier technologies that are poised to revolutionize all aspects of human affairs is becoming increasingly important for students seeking to pursue a leadership role in the business world. At the top of the list of such technologies are robotics and mechatronics, which make it possible to design intelligent, reliable, and versatile electromechanical systems such as industrial robots, medical devices, aircraft simulators, automated assembly lines, building control systems, and autonomous vehicles. Students who are interested in taking this course do not need to have a background in robotics or mechatronics. The course is designed to help students familiarize themselves with both the technical aspects of developing mechatronics and robotics inventions and the research and assessment activities that need to be conducted to turn a viable new technology into a marketable product.

MGMT-GB 3333 Business Start-Up Practicum: This course seeks to provide an understanding of business planning techniques that transform ideas into viable commercial businesses Students will conduct the market organizational operational strategic and financial analyses that are required to produce a venture concept and an actionable business plan Participants will study firms business planning efforts as well as create a business plan during the practicum the course focuses on these principal themes How do entrepreneurs create business concepts and solve challenges, How does one qualify ideas and strategies in order to effectively select a course of action,How are action oriented plans structured in order to capture opportunity and mitigate risks.

MGMT-GB 3356 Design Thinking for Managers: Technological innovation and new product development NPD are critically important to the creation of business opportunities and sustenance of wealth This course offers perspectives and frameworks that seek to understand technological innovation and NPD at different levels of analysis including the firm industry and national levels It addresses issues pertaining to the discovery development and diffusion of technological advances For example we attempt to understand the innovation process in both startup and established firms and when established firms have an easier or more difficult time bringing a new product to market and appropriating profits from it We also provide frameworks for assessing new technological and business opportunities.

MGMT-UB 21 Managerial Skills: Increasing self-awareness and openness to feedback are important first steps in leading today’s business for tomorrow’s results. Many companies bestow a management title on key talent and expect appropriate behavior to follow, but that is not the most effective way to develop future business leaders. In this course you will focus primarily on the practical aspects of managing. While based on solid research, the course stresses a hands-on approach to improving students’ management skills. Each session focuses on developing (1) personal skills: self-awareness, managing stress, solving problems, and creativity; (2) interpersonal skills: coaching, counseling, supportive communication, gaining power and influence, motivating self and others, and managing conflict; and (3) group skills: empowering, delegating, and building effective teams.

MKTG-GB 2116 The Business of Producing: Entrepreneurship in Entertainment & Media: The course is designed to provide students with a framework for understanding the dynamics of producing a finished creative product in the entertainment and media industries. Covers the process of feature production from the initial concept of the story, through script development, to completion of the project. All the facets of the production process are explored, including script selection, finance, budgeting, timetable development, team building, talent selection, contract and union negotiating, regulation, and technology. Guest speakers include producers on independent movies, network TV, cable, syndicated TV, radio, and TV commercials.

MKTG-GB 2128 Consultative Selling: The goal of Consultative Selling is to provide students with the knowledge and skills that entrepreneurs - and nearly all other business executives - need to win customers and grow their business. We will use the consultative selling model to understand the process of selling discovery of and alignment with customer's needs, presentations of solutions, overcoming objections, and gaining agreement. Rather than pigeonholing selling as "something done by those sales types," we look at it as providing solutions to customer's problems. Selling is unique in that everyone does it. In business, we sell our products, proposals, IPOs, projects, budgets, and anything else that someone else has to approve. In life we buy cars and houses (buying and selling are two sides of the same coin), interview for jobs, propose marriage, and many other things that someone else has to say OK to. In short, selling is a fundamental life skill.

MKTG-GB 2171 Innovation & Design: The course structure will focus on a process used to describe a way of thinking and set of deliverables associated with creative concept exploration in product, digital, and/or environment design projects. Each week, the course will represent the phases conducted by an innovation consulting firm to synthesize real-time research, and approach ideation and investigation on parallel tracks.

MKTG-GB.2191 30 Tech Product Management: This course is designed to provide you with a framework for understanding product management for technology products within a range of organizations large and small. The course covers tangible tools, techniques, best practices and real world simulation of what a product manager faces in trying to deliver against product, company and user objectives.

MULT-UB 104 Experiential Learning Seminar: Fashion Industry: Creativity & Business: There are many challenges in running a fashion business. Marrying the oftentimes conflicting views and orientations of the creative side of the business with the practical operational realities of making money is one of the largest ones. This course is an Undergraduate Experiential Learning Workshop. It provides students with the opportunity to work on projects with executives, designers, merchandisers, manufacturers and marketers from leading fashion companies and start-up ventures. Both established players and entrepreneurial ventures will be represented, focusing on specific challenges the fashion industry faces in finance, marketing, sales, manufacturing, management and operations.

MULT-UB 151 Executive Practitioner Seminar: The Dynamics of the Fashion Industry: The fashion industry is a unique and highly visible part of the business world. Its economic impact to New York City is significant, employing 173,000 people and generating nearly $10 billion in wages. In addition, the semi-annual Fashion Week, which includes more than 500 fashion shows and attracts approximately 232,000 attendees each year, generates an economic impact of almost $900 million annually. New York City is the global capital of fashion. This course will bring together leading designers, manufacturers and retailers who will present and discuss with students the unique aspects of the fashion business. Both established players and entrepreneurial ventures will be represented, focusing on specific challenges the fashion industry faces in finance, marketing, sales, manufacturing, management and operations.

MULT-UB 301 The Startup Lab: This course broadly focuses on venture creation and guides students through the thrilling ride that is the entrepreneurial startup process. Students explore the how-tos of identifying and evaluating opportunities, developing innovative business models, concept testing, gaining early customer feedback, and then rapidly iterating to better address market demand and meet competitor challenges. Emphasis is placed on completing a feasibility analysis that examines will it fly? and on creating a strategic plan for launching, operating, and financing their business, whether a web 2.0, traditional brick and mortar, for-profit, or social impact venture.

MULT-UB 39 Entrepreneurship 2.0: Entrepreneurship 2.0 studies the process to launch and build a company. The students will form startup teams to brainstorm business ideas, research and test their products, and create a business summary for a live presentation to the class.

MULT-UB 40 Entrepreneurship for The New Economy: This course discusses how the Internet has created a truly global and completely interconnected world economy. It focuses on the dynamics of this new business environment and the steps necessary to build a business in a Web 2.0 economy.

MULT-UB 45 The Middle East: Cultures, Markets, and Strategies: MULT-UB 45 The Middle East: Culture, Markets and Strategies, is designed as an introduction to the Middle East, with a special focus on the Arabian Gulf (GCC) countries. It will examine key cultural, economic, political, and social structures in the region, and their implication for business strategies. The trip to Abu Dhabi will be used as a context to examine special topics that are relevant to the region. Some examples of topics that would be covered include sovereign wealth funds, the geopolitics of oil and renewable energy, Islam and Islamic finance, cultural issues, demographic and consumption patterns, and entrepreneurship. The topics will be covered through lectures, discussions, guest lectures, company visits, cultural excursions, and projects.

MULT-UB 66 Advanced Social Entrepreneurship: This is an advanced seminar for students who have taken the introductory course on social entrepreneurship, or have focused on similar course work in past study. Each student is responsible for developing an original blueprint for social innovation: a creative proposal for solving a societal problem.

MULT-UB 70 Social Innovation Practicum: This course is designed to help students gain actionable insights into the nexus between economic and social value creation. Specifically, the purpose is to provide students with hands-on exposure to the entrepreneurial pursuit of social impact and innovation.

OPMG-GB 2360 Real Estate Development and Entrepreneurship: This course will introduce students to the broad aspects of real estate development from an operations perspective. It is directed to students interested in real estate development from the point of view of three classes of investors: * an entrepreneurial investor, looking to buy a coop, condo or small property for individual use or rental * a working general partner of a small group of investors, who will actually manage and-or be responsible for overseeing the property after purchase * a passive outside investor, who may be searching for an investment that is limited in liability to the original investment. In real estate development, operating decisions will determine whether or not a deal will be successful and meet overall financial goals. Although most students will not work full-time in the real estate industry, property investments will arise as opportunities to increase passive income and wealth. Understanding how these deals are created and managed will allow investors to choose deals with the highest probability of success. The real estate topics discussed in the course will include all types of development: residential, hotel, office, retail, land and industrial properties. In addition to case studies, class lectures and discussions, some outstanding entrepreneurial developers will be invited as guest speakers to reinforce the ideas taught in class. The class will include a real estate development project, with group presentations to the class and potential outside investors.

BTE-GY 9523 PROJECT IN BIOTECHNOLOGY AND ENTREPRENEURSHIP III: This practical course offers students the opportunity to apply practically their knowledge and skills to analyzing technology, preparing their own business plans or working at an early-stage biotech company. The student can sign up for three projects. | Prerequisite: Adviser’s approval.

Clean Start: Clean Start is an advanced diploma from NYU for people seeking a transition into the cleantech sector.

CP-UY 2013 UNDERGRADUATE INTERNSHIP I: Work with industry-changing startups at the Data, Urban, and Veterans Future Labs that closely align with your interests and skills. You will join founders and teams in supporting cutting-edge technology shaping the NYC entrepreneurial ecosystem. Earn credit and take another step towards graduation, gaining valuable experience. The Internship program, led by Data Future Lab Managing Director Craig Wilson, gives you an opportunity to earn 3 academic credits.

DM-GY 6053 Ideation & Prototyping: In this class, the creative process will be investigated in order to generate ideas for art, design, technology, and business endeavors. The course will show how ideation, design research & thinking, and prototyping can inspire, inform, and bring depth to what one ultimately creates. Students will expand their arsenal of design research skills, learn how to think critically about their audience, content, form, and processes, as well as, understand the importance of utilizing more than one research and design strategy.

EG-UY 1001 Engineering and Technology Forum: In this course the notion of invention, innovation and entrepreneurship (i2e) is introduced to the students’ educational experience. Students will be exposed to elements of a research-intensive institution and diverse research performed by leading engineers, scientists, inventors and entrepreneurs.

EG-UY 3003: The PreCapstone Innovation Experience: Pre-Capstone Innovation Experience course is designed for our undergraduate engineering students (eligible sophomores, juniors) in is aimed at preparing them for capstone/senior design projects with the following goals: 1) to provide students with multidisciplinary engineering prototyping tools spanning biological engineering to circuit design; 2) to expose student to customer discovery process and Lean Launchpad methods; 3) to facilitate E-team formation around multidisciplinary groups; and 4) to prepare students for innovative capstone prototypes and understand the process to transform ideas into commercial ventures. The course exposes students to a broad range of multidisciplinary technologies from biological engineering to electrical engineering while providing an entrepreneurial lens leading to innovations. This is open to all undergraduate Sophomores, Juniors, and Seniors but is hosted at Tandon. https://forms.gle/YnX69ZHKraLNzCQU6

GLOB1-GC 2481 Hacking for Energy: Hacking for Energy is a semester-long graduate-level course designed to provide students a better understanding of some of the key challenges in creating a cleaner, more efficient energy industry. While in the course, students propose and iterate business and technical solutions to real-world challenges being faced by industry and policy stakeholders in the NYS energy economy. Past Industry Hosts have included Bright Power, Con Edison, GE, IBM, Tesla, and more. Students learn from working together in teams (teams are required), and the course represents a unique and important experiential learning opportunity via the Lean Startup methodology to help identify a solution to one of these key problems and assess the viability of that solution. Students learn about the start-up world, and the course provides exposure to potential employers in the energy industry. To be considered for this course, students must apply in teams through a competitive application process managed by the department.

MG-GY 673 HIGH TECHNOLOGY ENTREPRENEURSHIP:

MG-GY 7703 ENTREPRENEURSHIP: This course focuses on entrepreneurship and venture creation as key engines for wealth creation and successful business strategy in the modern, innovation- intensive, high-tech economy. The course deals with key issues such as: (1) assessing attractiveness of opportunities; (2) launching a new venture; (3) nurturing, growing and entrepreneurial venture; (4) obtaining the necessary financial, human and technology resources; (5) managing the transition from a small entrepreneurial firm to a large, sustainable, professionally managed but still entrepreneurial corporation.

MG-GY 7733 Services Innovation: This course examines how value creation occurs in a range of fast-growing services sectors, including retailing, hospitality, financial services, professional services, travel, logistics and healthcare. This course focuses especially on high-value services.

MG-GY 7743 Advanced Trends in Technology Management and Innovation: This course explores several trends that have emerged in the technology management and innovation arena in the past decade.

MG-GY 786 HIGH -TECH ENTREPRENEURSHIP:

MG-GY 7861 High-Technology Entrepreneurship: This course focuses on entrepreneurship as a critical engine for wealth creation in the high-technology and innovation-intensive economy.

MG-GY 7953 Global Innovation: This course focuses on global technology-enabled innovation. Topics covered include accessing global sources of innovation, new product development globally, growing prominence of IT and e-Business in global innovation, and the role of alliances and linkages with customers, suppliers and other third parties.

MG-GY 7983 Managing Technological Innovation and Emerging Technologies in Financial Services: This course, for current and future managers, introduces emerging information technologies and their applications in financial services industries. It covers three major financial services industries: banking, investment and insurance.

MG-GY 8653 Managing Technological Change & Innovation: The course explores a firm’s explicit need to manage and inspire people so they can communicate and innovate effectively. 

MG-GY 8673 Technology Strategy: This course examines in depth the strategic technological decisions that a general manager faces. From entrepreneurial start-ups to established companies, in dynamic as well as mature environments, a firm must create a conscious process of formulating and implementing a technology strategy to serve its business interests. Such a strategy guides investments in research and development, selection among and timing of alternate technologies, organization and communications, formation of alliances and funding of ventures.

MG-GY 8711 Introduction to Entrepreneurial Finance: This course is briefly introduces the financial requirements of entrepreneurial ventures and different sources of finance available to entrepreneurs. The course presents fundamentals for assessing various entrepreneurial financial strategies.

MG-GY 8713 Entrepreneurial Finance: This course focuses in detail on the financial requirements of entrepreneurial ventures and on different sources of finance available to entrepreneurs. It also examines the unique roles played by retail banks, investment banks, VCs, angels, internal sources of capital and incubators.

MG-GY 8731 Intro to Corporate Entrepreneurship: Large firms require professional management to innovate, however, large corporations often must also practice entrepreneurship. This course briefly introduces how large corporations nurture and sustain entrepreneurship.

MG-GY 8733 Corporate Entrepreneurship: This course focuses on how large corporations nurture and sustain entrepreneurship. It examines forms of internal entrepreneurship, corporate venture capital, and the obtaining of entrepreneurial capabilities via acquisition.

MG-GY 8741 Introduction to Entrepreneurial Marketing and Sales: This course introduces critical marketing and sales challenges facing entrepreneurial firms. An underlying theme is that successful innovative enterprises must be deeply familiar with relevant markets and must effectively cultivate and reach those markets.

MG-GY 8743 Entrepreneurial Marketing and Sales: This course focuses in depth on critical marketing and sales challenges facing entrepreneurial firms. An underlying theme is that successful innovative enterprises must be deeply familiar with relevant markets and must effectively cultivate and reach those markets.

MG-GY 9283 DOCTORAL SEMINAR ON ENTREPRENEURSHIP: This seminar familiarizes students with key viewpoints in the literature on entrepreneurship. Readings highlight the most important contributions to the literature by past and current academics. A critical analysis and review of this literature sets the stage for future research in this important management area. | Prerequisite: Doctoral standing or instructor’s permission. Co-Requisite: None

MG-GY 9503 MOT Capstone Project Course: This course provides an integrative and state-of-the-art intellectual experience for participants at the conclusion of the program. The course is divided into two half semesters. The first half semester enables participants to focus on discerning the overarching trends which are driving innovation in various industry sectors. The class is divided into small groups each of which develops a comprehensive view of a particular industry sector. In the second half of the course, participants focus on the culminating project of the IM program. Participants can choose to do their final projects on fir…[further description not available]

MG-GY 9703 Project In Strategy & Innovation Mgmt: The course considers issues from a holistic and top management perspective; employs case studies and projects to focus on key interrelationships between strategy, technology, innovation, corporate culture, organization structure and human factors.

MG-UY 4514 Honors Capstone Project in Technology, Innovation and/or Information Management and Entrepreneurship I: In this course, qualified honors students work with a faculty member (and perhaps graduate students) on an advanced topic in technology, innovation and/or information management or entrepreneurship.

MG-UY 4524 Honors Capstone Project in Tech, Innovation and/or Info Mgmt & Entrepreneurship II: In this course, qualified honors students work with a faculty member (and perhaps graduate students) on an advanced topic in technology, innovation and/or information management or entrepreneurship. This effort may be directed toward developing theory, developing case material or developing a business plan and business strategy for a new venture, or another project of this caliber. A Thesis or Honor’s Thesis may compose part of this Honor’s Capstone course. | Prerequisites: senior status, 3.6 GPA or better through the junior year in major.

MS in Biotechnology and Entrepreneurship: Analysts predict biotechnology will be one of the most important applied sciences in the 21st century. We arm students with the skills to develop innovative products; they take those tools and launch high-tech businesses.

MS Management of Technology: The MOT program embodies the School of Engineering's academic philosophy of invention, innovation, and entrepreneurship (i2e). Put simply, i2e is about transforming scientific inventions into innovations that lead to significant economic and social impact.

PS-UY 2644 Creativity And Innovation: This course explores the nature of the creative act. What does it take to be creative? What are some of the cognitive and personality variables that aid and hinder creativity? Is innovation purely individual? Or are innovators a product of their time? The course also surveys literature on teaching creativity and innovation.

NCRD-UT 8515 The Basics of Entrepreneurship: This course is designed for students who are interested in future careers as innovative music executives and industry leaders. Topics include: different revenue sources; company operations and management; identification of new opportunities; effective market research techniques and strategies for successful implementation; and new venture formation.

NCRD-UT 8516 Social Entrepreneurship in Music:

OART-UT 1093 Creative Fundraising: This course will cover both traditional and non-traditional financing and fundraising in the worlds of entertainment and the arts. Although our focus will be on the film world (with an emphasis on feature films), we will take occasional forays into the worlds of television, theatre, and music. We will also look at product financing. The goal of the course is to provide students with a framework for understanding the dynamics (as well as the specific routes) to raising funds for artistic endeavors. Many entertainment projects require significant capital before they can be realized.

OART-UT 1241 Music Licensing Lab: Music supervision and music licensing are two of the hottest topics in the music business. This class will introduce you to the creative, financial, legal, and technical sides of music supervision as well as teach you the nuts and bolts of music clearance and licensing. We will look at the many different facets of a music supervisor’s job, and the services they provide for all types of media projects, including film, television, advertising, video games, online/apps, and more. If you aspire to have a career as a music supervisor, licensor, publisher, artist, songwriter, composer, producer, and/or creative entrepreneur, this course is for you.

OART-UT 1269 The Basics of Social Entrepreneurship: In this course, students learn about social entrepreneurs, how they think, the problems they address, the business tools they leverage and the strategies they employ to create social change. The aim is to inspire and empower students to put their ideas for social change in to action and to start manifesting the change they wish to see in the world.

OART-UT 1270 Social Entrepreneurship in the Music Industry:

REMU-UT 1037 Internship/Career Skills for the Music Entrepreneur: All Recorded Music majors are required to complete at least one internship in order to graduate. Recorded Music majors are required to complete 2 points as part of their Business Area requirements. 

REMU-UT 1038 Internship/Career Skills for the Music Entrepreneur: All Recorded Music majors are required to complete at least one internship in order to graduate. Recorded Music majors are required to complete 2 points as part of their Business Area requirements. Please see the ReMu Internship Site for registration information. This course is only for ReMu majors with more than one internship this semester.

REMU-UT 1152 Conversations with Technology Entrepreneurs: In this weekly discussion series, students will meet and hear from key entrepreneurial figures and innovators in music technology, with a focus on New York based tech figures who have launched recognized or profitable music-focused startups.

REMU-UT 1164 Advanced Workshop for Music Journalists, Writers, and Curators: In this intimate upper-level workshop, students with a demonstrated interest in music writing, journalism and/or curation will have the opportunity to draft, write and rewrite clips (reviews, blog posts, artist profiles, interviews, etc.) and have those clips routinely edited by a professional instructor. The objectives of the class are for students to: improve their own writing via detailed professorial line editing and thematic guidance; to learn how to incorporate negative critique and line edits to produce more robust writing samples; and to professionalize their writing by developing a portfolio of competitive writing samples (or a longer, sustained work) that can be pitched and submitted for publication. The workshop is also relevant for entrepreneurial writers, journalists and curators who are in the process of launching writing-centric business ventures (including, but not limited to: ad-supported blogs, online music hubs, documentary video projects or album box sets with a strong written / liner notes component).

REMU-UT 1170 Women as Entrepreneurs in Popular Music: In this course, students will engage in a historical and critical examination of the role that women have played, and the skills that have enables them to succeed, as creative and business leaders in popular music.

REMU-UT 1202: How the Contemporary Music Business Works: A broad overview and practical analysis of the music industry, covering a broad spectrum of business areas, including streaming, distribution, licensing/synch publishing, live performance, rad io, marketing, copyright and related fields. This course will also explore emerging technologies accelerating rapid changes and the challenges and opportunities students will face when entering the marketplace. Students will examine different music industry roles and career paths, and the knowledge, skills, and experiences they will need to gain a competitive edge. Students will be introduced to the course topics via readings, lectures, interviews and other media-rich content delivered asynchronously in advance which will allow every class to focus on productive discussions and activities related to business concepts. Face-to-face class meetings will be complemented with smaller group breakouts guided by industry professionals serving as professional mentors. There, students will have the opportunity to grapple with, workshop, and apply business concepts and ideas to advance their own music projects.

REMU-UT 1210 Conversations in the Global Music Business: From Crytocurrency to Big Data: With sales of more than 1.3 billion, the German recorded music market is the third largest in the world: it is larger than the UK music market and behind only the USA and Japan. Beyond just numbers, the Berlin music business is unique: it’s home to hundreds of powerful independent and D.I.Y. record labels; it’s historically been ground zero for innovative electronic and dance music; and it’s a burgeoning tech hub for innovative software/hardware companies like Native Instruments, Ableton and Soundcloud. In this colloquium series, students will meet and hear each week from key creative entrepreneurial figures and innovators in the German and European music business.

REMU-UT 1216 The Business of Music: Creativity, Innovation, & Entrepreneurship: This course aims to introduce students to the practical aspects of entrepreneurship in the music industry, the skills and innovative thinking that empower music entrepreneurs, and the processes and strategies that contribute to entrepreneurial success.

REMU-UT 1217 The Business of Music: Creative Marketing Strategies: This course introduces music marketing concepts, principles and approaches that musicians, songwriters, record producers, executives and music companies use to optimize their visibility, analyze, target and sell directly to customers and fans. Traditional and nontraditional marketing approaches for retail, distribution, radio, touring and publicity will be examined with an emphasis placed on online tools and strategies, including website and mobile optimization, smartphone and desktop apps, seo, crowdsourcing, live streaming and crowd funding, and their applications.

REMU-UT 1218 The Business of Music: Incubation & Launch: This course provides students with essential knowledge, a framework, the inspiration, and courage to translate their ideas involving music into new business opportunities and startup ventures. Through case studies, project work, reading, research, self-reflection, and interactions with guest speakers, students learn and experience entrepreneurship as a way of thinking and acting, and as a process that leads to new venture creation. The principal focus of this class is on the start-up process and the creation of new ventures that produce value.

REMU-UT 1225 Leadership in the Music Industry: The intention of this course is to expand students’ knowledge about leadership and their leadership skills in preparation for their assumption of music industry leadership roles. It is geared to all students who aspire to lead, whether as musician, performer, critic, fan, influencer, entrepreneur or within an organizational context. This course focuses on the skills and competencies necessary for effective leadership and how they can be developed and applied to the pursuit of students’ personal and professional goals in music.

REMU-UT 1226 Funding Your Music Venture: How am I going to fund my project? What are the funding sources available to me? What type of funding works best for my music venture idea? These are among the range of challenges that every creative entrepreneur faces when planning the start up of a new music venture. The good news is that there is money out there and there are more opportunities than ever for music entrepreneurs to fund their start up music ventures. Having the ability to find and leverage funding opportunities is a skill that every music entrepreneur must have to succeed. This class proposes to demystify the funding process and provides an overview of the main sources of music business funding: Grants, Investments, Crowdfunding, Friends & Family, and Bootstrapping among others.

REMU-UT 1241 Music Licensing Lab: Music supervision and music licensing are two of the hottest topics in the music business. This class will introduce you to the creative, financial, legal, and technical sides of music supervision as well as teach you the nuts and bolts of music clearance and licensing. We will look at the many different facets of a music supervisor’s job, and the services they provide for all types of media projects, including film, television, advertising, video games, online/apps, and more. If you aspire to have a career as a music supervisor, licensor, publisher, artist, songwriter, composer, producer, and/or creative entrepreneur, this course is for you.

REMU-UT 1261 Artist Management Lab: Artist managers are the central focus of the music business, the dealmakers behind the latest industry developments, and the brokers of power, influence, and revenue streams for not only recording artists, but creative entrepreneurs and technology startups as well. The role of the artist manager is to help creative talent find commercial success. We will study the basics and fundamentals of artist management, and its many different functions.

REMU-UT 1270 Social Entrepreneurship in the Music Industry: 

The broad objective of the course is to introduce students to the field of social entrepreneurship in music, and hopefully make a contribution to it. Through a judicious mix of assigned readings, case studies, class discussions, team-based activities, on-site visits and special lectures by leaders in the field, students apply the lessons learned to develop a conceptual plan to launch their own social venture in music.

REMU-UT 1271 The Basics of Entrepreneurship: This course is designed for students who are interested in future careers as innovative music executives and industry leaders. Topics include: different revenue sources; company operations and management; identification of new opportunities; effective market research techniques and strategies for successful implementation; and new venture formation.

REMU-UT 1272 Entrepreneurship: Developing the Music Business Venture: This course is designed for students who are interested in future careers as innovative music executives and industry leaders. Topics include: different revenue sources; company operations and management, identification of new opportunities, effective market research techniques and strategies for successful implementation, and new venture formation.

Social Entrepreneurship & Sustainable Development: "Social entrepreneurs play the role of change agents in the social sector, by adopting a mission to create and sustain social value (not just private value), recognizing and relentlessly pursuing new opportunities to serve that mission, engaging in a process of continuous innovation, adaptation, and learning, acting boldly without being limited by resources currently in hand, and exhibiting heightened accountability to the constituencies served and for the outcomes created." (Honoring the late Greg Dees dubbed the father of social entrepreneurship education) What is the way that societies improve and solve problems? What is the purpose of business in society? Is there a role for markets and business in issues of civic good, justice, equality, education, environment, health or collective action? Current economic principles, which underpin our trust in markets are not value neutral. Therefore, how we design “market solutions” to problems should be the focus of vigorous and open debate. Social entrepreneurship is a concept that has re-focused us on the meaning of the goods and social practices we value as citizens in a global society. The purpose of this course is to provide students with the essential conceptual frameworks and tools for creating successful social entrepreneurial ventures, initiatives, programs or partnerships that seek to tackle global poverty and collective action problems. Social Entrepreneurship, loosely defined as entrepreneurial activities with an embedded social purpose, is about using entrepreneurial skills to craft innovative responses to address social problems. It aims at social impact, but does not exclude economic wealth creation. Thus, it is not limited to the non-profit or social sectors but seeks to mobilize and align interests of diverse stakeholders in the social, public and private sectors by creating non-financial incentives for collective action. Social Entrepreneurship involves recognizing that social problems are potential opportunities for collaboration, building on existing social networks, harnessing market forces that combine and mobilize resources, inciting positive change in various domains, and designing solutions for sustainable development. Social enterprise, an organizational subset of social entrepreneurship, is a hybrid model for social value creation that is multidimensional and dynamic, moving across various intersection points in the society. A social enterprise is created to achieve a stated vision and mission aiming to solve a state or market failure, where success is measured by both financial sustainability and social impact. Social entrepreneurship and social enterprise represent a paradigm shift in our thinking about sustainable economic development, one that is beginning to have a profound impact on how products are designed and services delivered to poor and marginalized populations at home and abroad. The course will cover a broad range of cutting-edge social enterprise and social entrepreneurship strategies from around the world. Students will interact with guest social entrepreneurs, policy makers, thought leaders and investors to ensure they gain a comprehensive understanding of this dynamic field, and challenge themselves as agents of social change working in development. Through individual and group exercises, using case studies and mixed media, students will explore the common strategies and pitfalls in creating community-driven, scalable social ventures. Students will collaborate and share their learning in the classroom and online using a new social platform, L2O, within a closed community for this course and an open community on social innovation. The course looks at social entrepreneurship and social ventures through their entire life cycle – from ideation, through start-up to scaling and exit to policy-making – with an emphasis on how market considerations and financial instruments are critical to achieving social and financial goals. The materials we will cover place a strong emphasis on the need for a deeper understanding of the range of human motivations, moving from material self-interest to altruism and gift to duty and obligation to strong reciprocity and cooperation. Students will complete a team project, either their own venture or a project for a social enterprise client, over the term of the course. They will receive constant constructive feedback from their peers and instructor throughout the semester in the classroom and on L2O.

TCHL-UE 1151 Crafting Creative Curriculum: Space, Time and Classroom: This course is designed for students interested in learning about using creativity, entrepreneurship, and future studies in formal and informal educational settings. Special topics courses both explore technological progress and notions of futurism to better prepare students for a fast-paced world, and offer opportunities for students to create tangible and useful educational material and to exercise their creativity and entrepreneurial muscles in educationally significant ways.

THEA-UT 681 Persuasive Communication for the Entrepreneur: This course combines lecture and workshop formats to introduce students to the craft of speaking publicly and persuasively as an artist or entrepreneur.

HPAM-GP 4838 The Making of a Healthcare Entrepreneur: Sobering fact: 90% of startups fail! Whether you are a founder or working for a founder, you are an innovator and an entrepreneur. The Making of a Healthcare Entrepreneur is the course for current and future health care innovators interested in learning how to exploit gaps and opportunities in the evolving healthcare industry and launch meaningful, valuable companies as measured by customers and investors. It provides innovators with the essential steps needed to take their idea from concept to reality. By using real cases to demonstrate the various paths taken by others, students will not only understand how to start up a company, but they will gain valuable insights into what it takes to succeed with investors, how to build a customer pipeline, and how to avoid pitfalls that can derail a company. The healthcare sector is complex.

MHA-GP 4833 Entrepreneurship for Healthcare Organizations: This course is for current and future healthcare innovators interested in learning how to exploit gaps and opportunities in the evolving healthcare industry and launch meaningful, valuable companies as measured by customers and investors. It provides innovators with the essential steps needed to take their idea from concept to reality. By using real cases to demonstrate the various paths taken by others, students will not only understand how to start up a company, but they will gain valuable insights into what it takes to succeed with investors, how to build a customer pipeline, and how to avoid pitfalls that can derail a company.

PADM-GP 2125 Foundations of Nonprofit Management: Examination of the role of the nonprofit sector in contemporary society and the practical concerns of management. Historical, descriptive, and theoretical issues relevant to the sector are explored. Special attention is paid to the changing relationships between public, for-profit, and nonprofit organizations.

PADM-GP 2132 Social Entrepreneurship and Innovation by Design: This course is designed to help students understand and make their own mark in today’s revolution in how to innovate.

PADM-GP 2145 Design Thinking: The word "design" has traditionally been used to describe the visual aesthetics of objects such as books, websites, products, architecture, and fashion. Yet increasingly design as a discipline is expanding to include not just the shaping of artifacts but also the ways people interact with systems, services, and organizations. As the challenges and opportunities facing society grow more complex, and as stakeholders grow more diverse, an approach known as "design thinking" is playing a greater role in finding meaningful paths forward. Design thinking is an iterative problem-solving process of discovery, ideation, and experimentation that employs design-based techniques to gain insight and yield innovative solutions for virtually any type of organizational or business challenge, prominently including those within public service. In "Design Thinking: A Creative Approach to Problem Solving and Creating Impact," we will unpack each step of the design thinking process and become familiar with the design thinker's toolkit. Students will develop skills as ethnographers, visual thinkers, strategists, and storytellers through a hybrid of seminar discussions and collaborative projects. Over the course of seven weeks, students will directly apply what they have learned to public service and social entrepreneurial challenges about which they are passionate: they will untangle the complexities of related policy and explore innovative ways to create real impact.

PADM-GP 2188 The Business and Psychology of Social Entrepreneurship: The course objectives will be to learn about the history, context and varied definitions of social entrepreneurship, to observe effective examples of it in action, and to decipher key success factors and benefits, as well as risks and strategies for mitigating them.

PADM-GP 2249 Scaling Social Enterprises in the Amazon: In Spring 2021, PADM-GP 2249 Scaling Social Enterprises (3 credits) will be a virtual course abroad in the Amazon. In this course, students will be placed in teams and work online alongside students from local universities to investigate the achievements, challenges, and growth opportunities faced by social enterprises devoted to the food sector in the region. The course culminates with the online students teams authoring a business case on their assigned social enterprise.

PADM-GP 2311 Social Impact Investment: This course provides an introduction to the impact investment landscape, the evolution of impact investment as an asset class and the opportunities and challenges for investors seeking meaningful impact investment vehicles. The course will also teach the process by which an investor performs financial due diligence on a social enterprise to render a responsible investment decision. Students will learn the entire impact investment process from deal sourcing to investment structuring to monitoring financial and social returns.

PADM-GP 2312 Financial Management of the Social Enterprise: Managing Financial & Social Returns: This course will explore best and evolving practices in the financial management and impact measurement of social enterprises. The class will be taught from the perspective of the social entrepreneur and social enterprise manager and introduce cases to assess financial challenges, fiscal performance and financing strategy of pioneering firms with a social mission. We will explore trends, successes and failures in managing enterprises to achieve both financial and social returns.

PADM-GP 2413 Strategic Philanthropy: This course will explore the fault lines within the field of philanthropy and prepare students to effectively leverage resources for their organizations. The course will examine different approaches to grantmaking including: social entrepreneurship, effective altruism, venture philanthropy, social justice grantmaking, and strategic philanthropy. Students will learn the differences across these conceptual frameworks and understand how they influence the ways in which foundations establish goals, develop strategies, evaluate grantees, and determine grant awards.

PADM-GP 4189 Capital Acquisition and Sustainability in social Entrepreneurship:

PADM-GP 4310 Understanding Social Entrepreneurship: This class offers an introduction to the field social entrepreneurship and the tools and tactics used by social ventures. Students should leave the course with a working knowledge of the range of social ventures and the common components they need to succeed.

PADM-GP 4315 Advanced Financial and Impact Modeling for Nonprofits and Social Enterprises: Increasingly, as the field of impact investing develops worldwide, leaders in the social field are adopting selected tools from their counterparts in the private sector. One of the most widely used and useful tools is the spreadsheet-based, projection model of an individual enterprise. This course focuses on modeling tools used by nonprofit organizations, social entrepreneurs and other practitioners to develop business strategies and funding approaches, including market-based funding, to scale their work.

PADM-GP 4321 Operating Social Enterprises: This course will provide a comprehensive overview and step by step approach to the most critical aspects of operating social enterprises. This course will put students in the shoes of the social entrepreneur, social enterprise or operations manager, using detailed examples and activities from a real-world social enterprise, as well as best practices from targeted case studies addressing key course topics. For this semester, the course will feature the Professor’s experience with building and operating a social enterprise in the peanut agricultural value chain in Haiti. Student practice and assignments will be informed by actual datasets and mini-case examples from this social enterprise.

Social Entrepreneurship Minor: Students will take carefully-selected courses at Wagner and Stern that explore the concept of students as "changemakers," entrepreneurship, and the management practices, public policy implications, and social and economic consequences of the rise in social entrepreneurship domestically and internationally.

Social Impact, Innovation, and Investment Specialization: This specialization blends financial management, impact investment, operations, and policy to prepare students to develop entrepreneurial solutions to the world’s most pressing challenges. 

UPADM-GP 221 The Meaning of Leadership: The Meaning of Leadership will prepare you to practice effective leadership and teamwork in a variety of contexts—business, politics, community organizing, entrepreneurship, sports, teaching, sales, coaching, etc—without relying on authority, status, hierarchy, or other external conditions. You will learn to create more meaning, value, importance, and purpose in your teammates, work, and professional relationships. As a result, your teams will accomplish more with greater satisfaction. Your teammates will feel inspired and will want to work with you again.

UPADM-GP 264 Understanding Social Entrepreneurship: This course investigates the different ways social entrepreneurs can make a difference here in the United States and around the world.

UPADM-GP 266 Advanced Social Entrepreneurship and Innovation: Students will examine their use in producing social impact, explore their own engagement in designing new combinations of ideas as social entrepreneurs, and develop their own ideas for addressing a social problem of concern to them.

UPADM-GP 267 Social Entrepreneurship Incubator & Practicum: This course is designed for upper-class undergraduates who have a social innovation project, entrepreneurial business, or CSR idea to develop or implement. Also welcome to the course are students who would like to learn and practice success skills and employment strategies, and are willing to participate in class teams with other students who have project ideas. To bring the dynamic world of social innovation fully into the classroom,

UPADM-GP 270 Global Social Entrepreneurship: Field Experience: The purpose of this course is to provide students with an academic overview and direct experience with the issues and challenges in contemporary Global Social Entrepreneurship. This area has become one of the fastest growing segments for business and academic development, and this course is a component of the Minor in Social Entrepreneurship for NYU undergraduates. Both business applications and social entrepreneurship areas will be explored in research, theory and practice during this class, through relevant readings, case studies, discussion and presentations by global social entrepreneurs.

UPADM-GP 801 Social Entrepreneurship: Financial and Budget Strategies: The class will provide an introduction to the financial concepts, tools, and analytical thinking that integrates programmatic and strategic priorities which enable innovative ideas to start and grow to financially viable sustainable projects and organizations.