This foundation unit provides an introduction to the essential concepts and frameworks in the domains of strategy, innovation and entrepreneurship. Each domain is presented in a block of three lectures supplemented with case-based tutorials. Topics covered include user and disruptive innovation, entrepreneurial opportunities and business models, value chain and ecosystem analysis. Theories and frameworks are further tested in the real-life business projects offered by the participating companies. The emphasis of the unit is made on understanding the complexity of the innovation process and learning how to navigate the business environment to maximise the value from innovation.

The aim of this unit is to introduce the concept of strategy and explain its role in the management of organisations. The unit thus traces the development of strategic management as a field and examines different approaches to strategic management. WORK6002 introduces students to the classical strategy process of strategic analysis, strategy formulation and strategy implementation. This involves learning about and working with a range of strategy models and tools that can be used in the strategic management of organisations. In particular, a range of case studies is used to explore the practical application of these tools. The unit also critically examines traditional views of strategy by introducing a range of current debates in the strategy field.

The NEXT Innovation program (previously Deloitte FASTRACK) is a globally recognised award-winning innovation program designed to give outstanding business and management students practical experience in business innovation. It has been built up and tested around a structured process specifically for developing a portfolio of market-tested 'business of tomorrow' concepts in a constrained timeframe. The program has been designed as an interactive, work integrated program featuring a mix of instructor presentation, applied reading content, practical application, market testing, assignment and presentation learning methods, supported by a purpose built innovation management system with collaborative social media features. The program allows students to work with Deloitte mentors and aims to replicate a corporate 'innovation community' among the students, corporate mentors, NEXT coordinators and additional participants. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/next_innovation_program.

Business today operates in an increasingly complex and constantly changing environment in which success depends on the ability to innovate and compete. This unit examines three key legal frameworks - intellectual property, fair trading and competition law - within which innovation and contestability in markets takes place. Intellectual property regulation seeks to promote invention and creativity and to discourage imitation and free riding. Fair trading regulation provides standards of conduct for B2B and B2C transactions. Competition law promotes fair markets by prohibiting practices which damage competition. The unit focuses on franchising as a business model, to provide the context to examine how these regulatory frameworks operate and interact in a commercial environment.

This unit explores the considerations when planning the financial needs of new ventures and young companies. An overview of entrepreneurial finance reviews the concepts of valuation for entrepreneurial ventures and possible funding sources from the standpoint of the founder, management team and the funder. Fundamental valuation approaches considered in corporate finance are extended to model the opportunities and the capital structure relevant to a new venture. This unit examines the process of venture capital funding and the challenges of managing and funding growth. New topics are covered in relation to the growth and exit strategies employed by entrepreneurial ventures, as well as later stage financing, including mezzanine financing and buy-outs.

The special project in International Business provides students with an opportunity to undertake a supervised research project on an approved topic.

Being able to identify and exploit new business opportunities is critical to all sizes of businesses. Identifying new markets, developing new products and implementing new business models are highly-regarded and valuable skills for entrepreneurs and business managers alike. This unit is structured around learning from engaged practice in order to explore the special problems and opportunities associated with entrepreneurial start-ups. Students engage with start up and early stage businesses to deliver a plan to help them become profitable. Topics include opportunity recognition, strategy development, business model design, customer acquisition and retention, financial model development, as well as entrepreneurial and creative leadership.

Businesses are increasingly challenged for their sustainability. This unit centres on addressing significant business and societal challenges by balancing sustainability and innovation. Topics include current and future challenges of innovation and sustainability for business. This unit is structured around learning from seminar and practice. Students are required to work in a way which delivers sustainability.

Entrepreneurial business opportunities do not always relate to early-stage or start-up businesses. Later-stage business investments, whether buying existing businesses or turning around failing enterprises, are a significant and growing focus of entrepreneurial activity. This unit explores the process of acquiring and reinvigorating established businesses and how to secure private equity funds (leveraged buy-outs) or corporate funding. The focus is on opportunity evaluation, business model innovation, management and revitalisation rather than financial structuring. Students have the opportunity to apply the functional skills learned in core strategy, finance, marketing, and management units to real opportunities. As well as being of interest to those wishing to acquire and manage their own business, the unit is appropriate for those working in 'big' business and the financial markets.

Social entrepreneurs are committed to furthering a social mission through enterprises that rank social, environmental or cultural impact on a par with, or even above, profit. Intersecting the business and not-for profit worlds, social entrepreneurship addresses many complex local and global problems. This unit critically introduces the concept and develops frameworks for understanding social entrepreneurship (also referred to as social enterprise and social innovation). Teaching and learning utilises case studies, and includes the opportunity to apply theory to real-world experiences. Topics include creating innovative social enterprises, sustainable business models, philanthropy and funding, impact assessment, and leadership. The unit is structured around learning from engaged practice, and provides the opportunity to work with social enterprises.

This course is aimed at making you feel more comfortable and confident with the negotiation process. The course is taught as a 'flipped classroom', meaning that the content of the course is primarily taught outside of class, through brief written lectures, and class time is used to assimilate that knowledge through at least a dozen marked role-play negotiations, debriefs of those negotiations, problem-solving workshops and international negotiation case study analysis. You will also be taught how to develop your own negotiation strategies and tactics using a combination of multiple psychological, economic and legal concepts from the course.

This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.