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No fewer than 39,900

No fewer than 39,900 active companies can trace their roots to Stanford. 1 FYI: Innovation can be taught. Thousands of senior global executives are the beneficiaries of this unique opportunity: To tap into the innovation engine that powers Silicon Valley. To access the minds who’ve educated generations of the world’s most successful innovators. To discover an invaluable catalyst for building a corporate culture of innovation. Are you ready? Come to the source. There’s only one: Stanford. Enroll. Re-boot. Transform: stanfordexecutive.com 1 “Stanford University’s Economic Impact via Innovation and Entrepreneurship,” a 2012 study by Stanford professors Charles Eesley and William F. Miller UPCOMING PROGRAMS Executive Leadership Development: Analysis to Action January 12 – 24 and April 13 – 18, 2014 (two-module program) The Emerging CFO: Strategic Financial Leadership Program February 23 – 28 and May 11 – 16, 2014 (two-module program) Executive Program for Women Leaders May 4 – 9, 2014 Stanford Executive Program June 22 – August 2, 2014 Change lives. Change organizations. Change the world.

1 Chuck Goodman A LETTER FROM DEAN GARTH SALONER Transcending Geography to Build Our Community This year marks a milestone in building a community that transcends the GSB’s physical boundaries. While our alumni everywhere have always been a vibrant part of our global community, this summer we dramatically increased the GSB faculty who are on the ground teaching courses for students enrolled in certificate programs, as well as coaches who are mentoring program participants in classrooms across the globe. In extending our reach, we strive to have a transformational impact on the lives of people wherever they are and, at the same time, bring the lessons we’ve learned back to our classrooms. We will continue to remain a small, impactful community, but one that leverages faculty research, insights, and teaching skills to connect with alumni and the world. Our investments in education technology and in the team to manage online and distance education, along with the launch of our new website, provide us with the foundation to enrich the student experience, enhance our pedagogy, and help us to expand our global impact (and brand). Garth Saloner, in Bangalore, India, in August 2013 By the end of November, the first cohorts of Stanford Ignite participants in Bangalore and Paris will have finished their nine-week entrepreneurship and innovation program. The 900 “Igniters” in our high-impact community have combined these lessons with the ideas and skills they’ve developed from other programs to create more than 80 companies. Matthieu Rouif, a 2009 participant, cofounded HeyCrowd — a platform for sharing opinions, which has created 300,000 polls and 100 million votes through its iPhone app. Peter Frykman, a 2007 participant, who also completed the Design for Extreme Affordability course, founded Driptech — an award-winning, venture capital-backed social enterprise based in Silicon Valley and Pune, India, that produces low-cost drip irrigation systems optimized for small-plot farms. Earlier this year, the GSB and the School of Engineering began offering the Stanford Online Innovation and Entrepreneurship Certificate Program to enable participants to immediately be more effective and impactful in their chosen fields. Six faculty from each school have created 12 online courses to help participants analyze and solve problems. Participants who complete eight of 12 courses within 24 months earn a certificate. As of October, more than 267 people from 47 countries had taken at least one course (tuition for each course is $1,000). Student satisfaction rates are very high and 40 students from the U.S. and as far away as Russia recently converged in Palo Alto to meet with Stanford faculty and each other. On a much broader scale, the MOOC we launched in October, The Finance of Retirement and Pensions, with free, open access to the public, has more than 40,000 registered participants. The optional final for this 8-week course requires participants to submit proposals for pension reform to the GSB. A committee of GSB faculty and alumni in partnership with the Hoover Institution will review the proposals and in January will select five students to travel to Stanford to present their plans. We look forward to bringing the brightest ideas and best thinking on the planet back to our classrooms and the university. Our Executive Education programs hosted more than 1,000 participants in 24 programs this past summer, including 158 executives at the Stanford Executive Program (SEP) from 43 countries. Participants included Deutsche Telekom CFO Timotheus Höttges, who will become CEO at year end, as well as CH2M Hill’s international division president Jacqueline Hinman, set to become CEO in January 2014. Our ability to foster rich discussions across diverse business sectors fuels new insights for executives and our faculty to advance their own teaching. In July, the GSB established the first innovation center for the Stanford Institute for Innovation in Developing Economies in Accra, Ghana. Known as SEED, the institute is dedicated to improving the lives of people in poverty on a massive scale through entrepreneurship and innovation. I am energized by the five GSB alumni who are training and coaching business leaders in West Africa to help them scale their businesses in the region. For Bill Scull, MBA ’81, who has been on the ground in Ghana for three months, his skills in crafting business strategies for Silicon Valley companies and growing their sales have been critical elements to his success. He is putting these skills to work for the 29 companies and 36 entrepreneurs who receive coaching at the innovation center. When Bill and the other Bay Areabased alumni return home (some are already asking to extend their time in country!), they will become resources for us as they bring insights and lessons of their mentorship experiences in Ghana, Nigeria, Ivory Coast, and Liberia back to our students at the GSB. As we extend our reach to educate change agents in dozens of countries, we are more closely connected to exceptional people and ideas. In turn, we share these perspectives with others in the GSB community. In doing this, we transcend the geographic and technological boundaries to advance one of our core values — the rigorous creation and dissemination of knowledge. Δ