The GSB enhances the traditional case study method by first having students analyze a case, like DoorDash. Then, the actual protagonist—the founder and key investors—are brought into the classroom. This allows students to directly challenge their assumptions and engage with the real-world complexities behind the decisions.
A company’s true values aren't in its mission statement, but in its operational systems. Good intentions are meaningless without supporting structures. What an organization truly values is revealed by its compensation systems, promotion decisions, and which behaviors are publicly celebrated and honored.
Accounting's true value for many MBA graduates isn't immediate. Professor Ed DeHaan frames it as the foundational "language of business" that becomes indispensable 5-10 years post-graduation. This fluency is critical for navigating senior management and boardroom discussions, where strategy is articulated through financial statements.
GSB professors warn that professionals who merely use AI as a black box—passing queries and returning outputs—risk minimizing their own role. To remain valuable, leaders must understand the underlying models and assumptions to properly evaluate AI-generated solutions and maintain control of the decision-making process.
Stanford's business school uses an improv game where students rapidly list items in a category, prioritizing speed over accuracy. This exercise demonstrates that generating a high volume of ideas, even imperfect ones, is the most effective path to finding the best idea, as the best concepts often emerge late in the process.
Stanford's famous "Interpersonal Dynamics" course teaches a counterintuitive leadership principle: sharing personal vulnerabilities and imperfections doesn't weaken a leader's position. Instead, it builds trust and fosters stronger connections, shifting relationships from a mystery to something one can actively shape through authentic behavior.