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2017

Program
Guide executive.mit.edu

DISRUPT.
INVENT.
TRANSFORM.

E X E C U T I V E C E R T I F I C AT E S P. 11 NE W PROGR AMS
Management and Leadership Leading People at Work: Strategies for Talent Analytics P. 17
Strategy and Innovation
Sports Analytics Management P. 20
Technology, Operations, and Value Chain Management
Innovation Ecosystems for Corporate Leaders: Strategic Approaches
C U S T O M P R O G R A M S P. 35 to Engagement for Sustainable Competitive Advantage P. 24

P R O G R A M C A L E N D A R P. 43 Implementing Industry 4.0: Leading Change in Manufacturing and Operations P. 30


IDEAS MADE
TO MATTER MIT IS THE LE ADING
RESE ARCH UNIVERSIT Y IN
THE U.S. AND ROUTINELY
LE ADS ALL UNIVERSITIES
LIVING MIT ALUMNI
IN PATENTS GR ANTED
HAVE L AUNCHED CRE ATING GENER ATING ROUGHLY

30,000+ 4.6 $1.9


ACTIVE COMPANIES... MILLION JOBS... TRILLION IN ANNUAL RE VENUE.*

86
MIT HAS BEEN HOME TO 86 NOBEL
L AURE ATES WHO SPAN NE ARLY ALL
PRIZE CATEGORIES FROM PHYSICS
TO MEDICINE TO PE ACE

MIT Sloan Executive Education programs are designed to help leaders rethink the way they
do business. Thousands of executives from around the world come here each year to learn
both the art and science of innovationas well as to learn how to invent
meaningful solutions, disrupt industries, and transform the way they do business.

Our world-renowned faculty share decades of research and demonstrate the data that powers
their breakthrough ideas. Our participants learn groundbreaking strategies through hands-on
classroom activities, real-world case studies, and visits to innovative companies that put these
concepts into practice. Together, their efforts have had a profound impact on the world
whether through their leadership achievements, entrepreneurial endeavors, or pioneering
business accomplishments.

1 MIT Sloan Executive Education *According to the Entrepreneurship and Innovation at MIT Continuing Global Growth and Impact study
FROM PETER HIRST

At MIT Sloan Executive Education, we are


privileged to meet with leaders from around
the world who come to take part in the culture
of innovation here at MIT. From these global
executives, we learn about the critical business
challenges they face and anticipate each day
and these discoveries inform our curriculum, as
well as our approach to executive learning.

We are proud to offer programs that present


bold new business models, share the latest
breakthroughs in areas like neuroscience and its
application to leadership, and help participants
spark disruptive innovation in their companies and
industries. Through our short courses, executive
certificates, custom programs, and progressive
virtual classrooms, we help executives rethink the
way they do business, and discover the new levels
of leadership to which they aspire. In turn, our global
participants allow us to play a meaningful role in
revolutionizing the way business gets done. The end
result has a profound effect on the world around us.

With this new program guide, we are excited


to share our latest innovations in executive
education and the science of management.
We thank our vibrant network of global leaders
for the impact they have on us, on each
other, in the classroom, and in the world.

Sincerely,

Associate Dean, Executive Education

executive.mit.edu 2
FIND YOUR PROGR AM COVERS TOPIC IN DEP TH HIGHLY RELE VANT

COVERS TOPIC PARTIALLY SOMEWHAT RELE VANT


Use the table of contents below to select courses by topic relevancy or executive
certificate track. See the Program Calendar at the back of this guide for program dates. TOUCHES UPON TOPIC SLIGHTLY RELE VANT
t
en
g em
al na
pit ge Ma

T0PICS
S t Ca an & en
t
P IC m en e nt ty
& Ch e nt e nt em
TO tic
s
ip ge em pe
r
l e& em pm g ag
al y r sh na ag ro op ov elo k in Ma
n
An eu Ma n
tio
n
al
P Pe pr v hin
E X E CU T I V E ss en ial Ma za tio
n tu sh
ip
ing
g ns Im De sT gy
pr al ali lec er tin tio ss ct teg
y olo
C E R T IF IC AT E s ine re a nc n er ob o va el d n ag r ke e ra ce du ra te m hn
T R AC K PAG E P RO G R A M N A ME Bu E nt Fin Ge Gl Inn I nt L ea Ma Ma Op Pr
o
Pr
o
St Sy
s
Te
c

12 Advanced Management Program l l l l


13 Applied Neuroscience: Unleashing Brain Power for You and Your People l l
13 Business Dynamics: MITs Approach to Diagnosing and Solving Complex Business Problems l l l
13 Communication and Persuasion in the Digital Age l
14 Creating High Velocity Organizations l
14 Entrepreneurship Development Program l l
21 Executive Program in General Management l l
15 Fundamentals of Finance for the Technical Executive l l
15 Global Executive Academy (multi-language) l l l l l l l
15 Greater Boston Executive Program l l l
16 Intelligent Organizations 4Dx (live online) l
16 Investment Management Theory and Practice: A CIMA Certification Registered Education Program (online) l
17 Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making l l
17 Leading Change in Complex Organizations l l l
17 Leading People at Work: Strategies for Talent Analytics NEW l l l
MANAGEMENT & LE ADERSHIP

18 Managing Technical Professionals and Organizations l l l


18 Maximizing Your Personal Productivity: How to Become an Efficient and Effective Executive l l l
19 MIT Regional Entrepreneurship Acceleration Program l l
19 Negotiation for Executives l
19 Neuroscience for Leadership l l
20 Sports Analytics Management NEW l l l l
20 Transforming Your Leadership Strategy l l l
21 Understanding and Solving Complex Business Problems l
22 Building Game-Changing Organizations: Aligning Purpose, Performance, and People l l l l
22 Building, Leading, and Sustaining the Innovative Organization l l l l
22 Closing the Gap Between Strategy and Execution l l
23 Developing and Managing a Successful Technology Strategy l l l l l
23 Digital Marketing and Social Media Analytics l l l
23 Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain l l l l
24 Innovation Ecosystems for Corporate Leaders: Strategic Approaches to Engagement for Sustainable Competitive Advantage NEW l l l
25 The Innovators DNA: Mastering Five Skills for Disruptive Innovation l l
25 Leadership by Design: Innovation Process and Culture l l
25 Marketing Innovation l
S TR ATEGY & INNOVAT ION

26 Platform Strategy: Building and Thriving in a Vibrant Ecosystem l l


26 Pricing 4Dx (live online) l l l l
27 Revitalizing Your Digital Business Model l l
27 Strategies for Sustainable Business l l l
27 Strategy in a Global World l l
28 Understanding Global Markets: Macroeconomics for Executives l
29 Developing a Leading Edge Operations Strategy l l
29 Essential IT for Non-IT Executives l
29 Implementing Improvement Strategies: Dynamic Work Design l l
30 Implementing Industry 4.0: Leading Change in Manufacturing and Operations NEW l l l l l
OPER ATIONS, & VALUE

Managing Complex Technical Projects l


CHAIN MANAGEMENT

30

31 Managing Product Platforms: Delivering Variety and Realizing Synergies l l l


T E C H N O L O G Y,

31 Platform Revolution: Making Networked Markets Work for You (online) l l l l


31 Strategic Cost Analysis for Managers l
32 Supply Chain Strategy and Management l l
32 Systematic Innovation of Products, Processes, and Services l l

3 MIT Sloan Executive Education executive.mit.edu 4


THE MIT EDGE

MIT Sloan School of Management has


always been ahead of the curve, providing
executives the tools they need to drive
innovation and invent the future. From
option pricing theory to system dynamics
to collective intelligence, MIT Sloans
contributions have been nothing short of
groundbreaking and continue to define
management education across the
globe. The Schools innovative, inventive,
and entrepreneurial focus has fostered
internationally respected faculty who are
recognized as pioneers in their fields. They
are driven by data and proven research, yet
unconventional and confident in their pursuit
of business challenges and opportunities.

Our focused interdisciplinary approach


influences all of our program material.
It integrates management with science
and technology, cultivates extraordinary
interactions, and combines razor-sharp
insights with practical lessons for
immediate, real-world applications. Our
dynamic learning environment encourages
meaningful connections and promotes
networking opportunities that extend well
beyond the classroom.

5 MIT Sloan Executive Education


Since its founding, MIT Sloan School of Management has led
with a purposeful mindset, taken intelligent risks, and challenged
conventional thinking. We are the rule breakers who embrace
intellectual discovery, the renegades who simplify complexity,
and the rebels who pursue disruptive innovation. In short, we
invent new possibilities and create new opportunities.

BREAKING
CONVENTION.
SPARKING
INVENTION.
Today, MIT Sloan is not only at the forefront of executive education
we define it and continue to introduce revolutionary innovations and
ideas to the world. Innovations like interactive virtual classrooms, multi-
language courses, and unparalleled leadership programs that address critical
issues and resonate with executives throughout the world.

D I S T I N G U I S H E D I N N O V AT I O N S

IDEAS-Indonesia Global Executive Academy Leadership Initiative for MIT Regional Entrepreneurship
a leadership program a dynamic program that Haitian Cabinet Acceleration Program (REAP)
that brings together is delivered United Nations a pioneering program in a multi-year program
leaders from the stylewith simultaneous which Haitian officials learned that educates teams in the
private, government, translation in multiple concepts and toolstheyapplied development and execution
and community sectors languagesbringing MIT to real-world challenges, of acceleration strategy and
to address Indonesias content to the non-English such as poverty-alleviation, focuses on entrepreneurial
complex conservation, speaking world economic regeneration, and activity to enhance economic
education, and See page 15 for more information rebuilding Haiti after the development and job creation
business challenges 2010 Earthquake See page 19 for more information

executive.mit.edu 6
D I S C O V E R W H O TA K E S E X E C U T I V E E D U C AT I O N C O U R S E S AT M I T S L O A N
Heres a look at some of the executives youll meet and network with in our
open enrollment and executive certificate programs.
4% PROJECT MANAGEMENT
5% CONSULTING 1% NEW VENTURES
3% INNOVATION
11% OTHER 6% ENGINEERING

4% SUPPLY CHAIN / SOURCING / LOGISTICS


JOB FUNCTION 13% TECHNOLOGY / IT 5% STRATEGY / PL ANNING 1% LEGAL / REGUL ATORY AFFAIRS
9% BUSINESS DE VELOPMENT / SALES 4% FINANCE / ACCOUNTING

6%
12% GENERAL MANAGEMENT
RESEARCH & DE VELOPMENT 3% PRODUCT DESIGN AND DE VELOPMENT
4% MANUFACTURING / OPERATIONS
5% ADMINISTRATION / HR 1% ACADEMIA / TEACHING
18%
3% MARKE TING / COMMUNICATIONS

13%
12%
10%

ENGINEERING/TECHNICAL SERVICES
INFORMATION/COMPUTER-REL ATED

INDUSTRY
PHARMACEUTICALS/CHEMICALS
BANKING/FINANCIAL SERVICES

CONSTRUCTION/REAL ESTATE
MANUFACTURING - NON TECH

7%
PROFESSIONAL SERVICES

HEALTHCARE/HOSPITALS
MANUFACTURING - TECH

6% 6% 6% 6%
GOVERNMENT/MILITARY

NATURAL RESOURCES

WHOLESALE/RE TAIL
4% 4%
3%

NON-PROFIT
EDUCATION

2% 2%
1%

OTHER

13%
63% EUROPE
NORTH
AMERICA 8%
ASIA
GEOGR APHY 4%
MIDDLE
EAST

3%
AFRICA
8%
SOUTH
AMERICA 1%
AUSTRALIA / NEW ZEALAND

7 MIT Sloan Executive Education


INVENT THE FUTURE. START WITH YOURS.
As an executive, you need to be on top of your game and ahead of the crowd. Way ahead. Whether youre deeply
involved in running a business, pivoting into a management position, or faced with tough competitors, youre not
about to shy away from challenges. You need to outsmart time, outsmart change, and outsmart convention.
We get it. And thats exactly what weve built our executive education programs around. Through our mix of open
enrollment courses, online offerings, and executive certificate programs, MIT Sloan Executive Education can
help you do just thatreinvent your organization, yourself, and, ultimately, your future.

Open Enrollment Programs: Executive Certificates: Online Options:


K N O W L E D G E E X E C U T I V E S C A N U S E , I M M E D I AT E LY COMMIT TED TO CONTINUOUS LE ARNING MAKING VIRTUAL A RE ALIT Y

Our 40+ short courses distill key areas of leadership At MIT Sloan, wide and deep arent Participants now can engage in ground-
theory into practical tools that can be applied to mutually exclusive. Our three topical breaking online programs. Unlike
immediate business challengesor used to uncover tracks offer access to broad and traditional online courses that can
the opportunities that havent been identified yet. Our specialized coursework for a truly be passive, one-way conversations,
long tradition of merging theory with practice is the customized experience. Pursuing an our digital programs take place in
competitive advantage upon which MIT was built, and Executive Certificate allows professionals immersive virtual classrooms that
is the very foundation on which it continues to grow. to embrace continuous advanced provide real-time interaction among
Executives from around the world come to MIT Sloan to learning that will further their business faculty and global participants utilizing
prepare for new roles, gain critical and timely business knowledge and skills on a convenient, avatars and advanced technology.
insights, and learn about cutting-edge methods and flexible schedule of their own design. executive.mit.edu/article/online-programs
frameworks. executive.mit.edu/openenrollment executive.mit.edu/executivecertificates

1914 1931 1953 1990 2006 2011 2013 2013 2014 2014 2015

MIT Sloan
School of
Management
is founded The worlds The Advanced
first university- Management
based Global Program
MIT Sloan Executive (AMP) is The
executive offers shorter MIT Sloan The first
education Academy virtual initiated curriculum
executive Executive MIT Sloan (GEA) brings
program, Advanced online expands
courses to Certificates MIT content to include The first
which later the business are offered Certificate for program
to the takes place more than virtual
grew into the community The MIT Executives non-English 40 short participant
Sloan Fellows so they can Entrepreneurship (ACE) is speaking courses appears in
program, is benefit from Center, now the introduced world a classroom
created the latest Martin Trust as a robot
research and Center for MIT
insights Entrepreneurship,
is founded
from which the
Entrepreneurship
Development Visit our website for more details
Program evolved
on short courses, executive
certificates, and custom programs:
E X E C U T I V E . M I T. E D U

Enroll in our upcoming courses via


All of our programs are taught by respected MIT Sloan faculty who challenge our secure online application form:
traditional thinking and approach problems from refreshing perspectives. E X E C U T I V E . M I T. E D U/ E N R O L L
Each of our course options reflect MIT Sloans core mission
Multi-registration discounts are
TO DEVELOP PRINCIPLED, INNOVATIVE available for individual participants
LEADERS AND TO GENERATE IDEAS THAT and teams from the same
organization. Visit:
ADVANCE MANAGEMENT PRACTICE. EXECUT IVE.MIT.EDU/M U LTI REG

executive.mit.edu 8
BIG IDEAS
IN PRACTICE
OUR FACULTY REDEFINE BUSINESS INTELLIGENCE

Across MIT, some of the worlds most audacious thinkers are launching change.
They are the MIT Sloan Executive Education faculty. Their innovations and
inventions reverberate throughout boardrooms, classrooms, and living rooms
around the globe. Our participants embrace the opportunity to be close to these
expertsas well as among themin order to take advantage of the tools and
methods learned to navigate the business challenges they face every day.

The reputation of our esteemed faculty was built over the last century by
such pioneers as Jay Forrester, the father of system dynamics; John D. C. Little,
one of the founders of marketing science; Nobel Prize-winning economists Robert
Solow and Franco Modigliani; and Arnoldo Hax, who developed the revolutionary
Delta Model framework. The legacy continues with thought leaders such as:

DEBOR AH ANCONA
TOM MALONE
Developed the 4 Capabilities Leadership Framework (FCF)
W A N D A O R L I KO W S K I
PE TER SENGE

JOHN STERMAN A legend in the field of system dynamics who pioneered


the development of management flight simulators of
corporate and economic systems

ERIC VON HIPPEL Known for his research on how lead users of products often
drive the innovations of these successful new products

STE VEN EPPINGER A trailblazer in the development of the widely used Design
Structure Matrix (DSM) method for managing complex
system design, applied primarily in the automotive,
electronics, aerospace, and equipment industries

Breakthrough concepts and methods based on leading-


edge, data-driven management research that is grounded
in analytical thinking are the hallmarks of our executive
education programs.

9 MIT Sloan Executive Education


FAC U LT Y S P O T L I G H T

DEBORAH ANCONA
Seley Distinguished Professor of Management, Professor of Organization
Studies, & Faculty Director, MIT Leadership Center

One of the most thought provoking, extremely well-delivered


courses I have ever attended in my career. Prof. Deborah
Ancona exceeded every expectation I had from the
beginning of day one!
Sean OConnell, Director of IT, Kelmar Associates
Past participant in Transforming Your Leadership Strategy

SINAN ARAL
David Austin Professor of Management, Professor of Information
Technology and Marketing

Excellent program. Sinan is very knowledgeable about the


topic. He injects a healthy dose of science and theory
to back his advocated approach of practice. I highly
recommend this course to executives in all disciplines as it
touches an area that has become so pervasive in our lives:
mobile, social, and digital.
Wael Doukmak, Director, Ooredoo
Past participant in Digital Marketing and Social Media Analytics

JARED CURHAN
Sloan Distinguished Associate Professor of Organization Studies

Hands down, this is the best course Ive done so far. Jared as a
teacher is extraordinary. Insightful, talented, extremely knowledgeable
and very funny. His teaching methods are perfect, the content is
excellent, and what hes expecting from you is very, very clear. I am
absolutely delighted with what Ive learned and can go on to use.
Sandra Davey, Non-Executive Director, CHOICE (Australian Consumers Association)
Past participant in Negotiation for Executives

DOUG READY
MIT Sloan Senior Lecturer

Dougs thoughtful approach, insight, experience, and engaging


styleon top of the course content and guest speakers
really helps you understand thatwhile the models are simple
on the face of itthe application of them and the ability to be
greatinstead of good, are extremely difficult. To be game-
changing requires a shift in your point of view on what that is,
and how to get there. I highly recommend this course.
David Hendry, Managing Director, Catch 33
Past participant in Building Game-Changing Organizations: Aligning Purpose,
Performance, and People

To meet all the MIT Sloan Executive Education faculty, visit executive.mit.edu/faculty executive.mit.edu 10
EXECUTIVE CERTIFICATES CONSIDER THE VALUE OF AN E X ECUTIVE CER TIF ICATE

In the pursuit of advanced learning, executives must consider the ROIreturn on impactor what theyll gain in the process.
While an Executive Certificate at MIT is a formal recognition of professional development and a commitment to continuous
learning, at the same time, it allows executives to focus their development on a set of competencies that can be applied to the
real world. Certificates are offered in three tracks that tailor education plans to meet specific interests and business goals.

TO QUALIF Y Participants must complete four programswith at least three of the four coming from their chosen certificate trackwithin
a four-year period. (At least one of the programs must be attended in person rather than virtually.) There are many different
program combinations available when designing the Executive Certificate plan that is right for you, including the option of
completing the Executive Certificate requirements in one short visit.

ITS AS E ASY Select your Choose your track: Management and Leadership; Pick 4 courses with
AS 1-2- 3 1 timeframe: from 2 2 Strategy and Innovation; or Technology, 3 at least 3 in your
weeks up to 4 years Operations, and Value Chain Management chosen track

Management and Leadership Strategy and Innovation Technology, Operations, and


This track is an ideal option for technical MIT Sloan is world renowned for the Value Chain Management
executives who seek to enhance their general development and advancement of bold
Technology-based processes are so intrinsic to
management and leadership skills to become management methods and practices that
todays business environment that many people
confident, visionary leaders who are prepared address critical business issues in innovation.
underestimate their impact and the unexpected
to tackle challenging issues in a dynamic, Participants in this track will examine
ways technology may be used. Programs in this
complex environment. The curriculum focuses cutting-edge strategic approaches and tools
track offer nontechnical executives and tech-
on core business competencies including for managing products, technology, and
savvy managers an opportunity to discover how to
marketing, nance, negotiations, change an innovative company cultureas well as
recognize, manage, and profit from the significant
management, and systems thinking, offering how to incorporate forward-looking digital
ways in which rapidly evolving technology and
cutting-edge solutions to problems that strategies to enhance organizational success.
global networks transform an organization.
executives face every day.

SAMPLE CERTIFICATE PLAN SAMPLE CERTIFICATE PLAN SAMPLE CERTIFICATE PLAN


n Transforming Your Leadership Strategy n Revitalizing Your Digital Business Model n Supply Chain Strategy and Management
n Neuroscience for Leadership n Digital Marketing and Social Media Analytics n Managing Complex Technical Projects
n Maximizing Your Personal Productivity: How to n Communication and Persuasion in the Digital Age n Managing Product Platforms: Delivering Variety and
Become an Efficient and Effective Executive n Building, Leading, and Sustaining the Innovative Realizing Synergies
n Negotiation for Executives Organization n Managing Technical Professionals and Organizations

The cost of an Executive Certificate depends on the specific courses selected.

SEE MORE SAMPLE CER TIF ICATE IN ONE SHOR T VISIT PL ANS: executive.mit.edu/certsamples

SUN MON TUE WED THU FRI SAT

9 10 11 12 13 14 15
Communication and Persuasion in ... Implementing
Implementing Improvement Strateg ... Neuroscience for Leadership
Strategic Marketing for the Tech ... Essential IT for Non-IT Executiv ... All program dates and faculty are
subject to change. Prices exclude
accommodations unless otherwise
16 17 18 19 20 21 22
noted. All programs are located in
Managing Product Platforms: Deli ... Platform Strategy: Building and ... Cambridge, MA, unless otherwise
noted. Overall Program Ratings are
Understanding and Solving Comple ... Creating High Velocity Organizat ...
accurate as of September 2016.
Revitalizing Your Digital Business ... Strategies for Sustainable Business Please visit executive.mit.edu for
the most current information.

11 MIT Sloan Executive Education


B E N E F I T S F O R E X E C U T I V E C E R T I F I C AT E H O L D E R S :
TA K E YO U R L E A R N I N G
n Invitations to select MIT Sloan events and networking opportunities
TO THE NE X T LE VEL
n Membership in the MIT Sloan Executive Certificate Network Group on LinkedIn
n A 20% discount on additional courses
n A profile in the Executive Certificate online community
MIT Sloan Advanced
n An MIT Sloan email-forwarding-for-life address (ACE Only)
n Inclusion in the MIT Sloan alumni directory (ACE Only)
Management Program (AMP)
n Subscription to the MIT Sloan alumni newsletter (ACE Only) AMP is a five-week senior executive
n A verified digital SmartCertificate program designed for a select group
of executives who want to create and
sustain a learning community. Participants
ADVANCED CERTIFICATE FOR EXECUTIVES will acquire new frameworks and skills,
IN MANAGEMENT, INNOVATION, AND be exposed to world-class faculty and
TECHNOLOGY (ACE) their research, make connections with
colleagues who share similar experiences,
ACE is designed for executives from any industry or level of and develop an expanded sense of
responsibility who see the value of staying current with the latest themselves as enterprise leaders.
thought leadership, management insights, and business expertise
provided by the MIT Sloan School of Management. ACE is not a single An intense, transformative learning
program with a single group of participants. ACE participants can experience, this program will deepen the
choose the classes that best suit their interests and schedules and ability of experienced executives to make
can start earning an ACE as soon as they enroll in a program. significant and systemic changes in their
companies and the world. In addition, the
AMP program allows executives to earn the
TO QUALIF Y ACE is a special Executive Certificate for participants who attend ACE during one visit to MIT. AMP alumni
25 program days and complete at least two programs from each
return for a reunion on the last two days
Executive Certificate track within a four-year period. At least 10
program days must be attended in person rather than virtually. of the program to connect with the current
cohort and share details of how AMP has
progressed their companies and careers.
SAMPLE CERTIFICATE PLAN
2 program days each unless noted
WHO SHOULD AT TE ND: seasoned executives
n Creating High Velocity Organizations
who have significant leadership roles
n Developing and Managing a Successful Technology Strategy
in their companies either as general
n Fundamentals of Finance for the Technical Executive
managers, leaders of functions or business
n Implementing Improvement Strategies: Dynamic Work Design
lines, or direct responsibility for profit/
n Leading Change in Complex Organizations (5 program days)
loss; senior executives with 1520 years
n Managing Technical Professionals and Organizations
work experience across several different
n Maximizing Your Personal Productivity: How to Become an Efficient and
Effective Executive functional and business lines and significant
n Platform Strategy: Building and Thriving in a Vibrant Ecosystem
international exposure; fluency in written and
n Communication and Persuasion in the Digital Age
spoken English; a graduate degree
n Supply Chain Strategy and Management
2 017
n Understanding Global Markets: Macroeconomics for Executives (3 program days)
May 30 June 30
SEE MORE SAMPLE ACE PL ANS: executive.mit.edu/aceinonevisit 2 5 P R O G R A M D AY S / $ 6 2 , 5 0 0 I N C L U D I N G
ACCOMMODATIONS
Limited to 35 participants

P R O G R A M F A C U LT Y : Pierre Azoulay, Phil


Budden, Vladimir Bulovic, Court Chilton,
Jake Cohen, Joseph Coughlin, Jared Curhan,
Steven Eppinger, Roberto Fernandez,
Matthew Kressy, Douglas Ready, Nelson
Repenning, Roberto Rigobon, Jeanne Ross,
Ben Shields, Catherine Tucker,
Ezra Zuckerman

PROGR AM R ATING: | 4.8

AMP Class 2014


executive.mit.edu 12
MANAGEMENT AND LEADERSHIP
Programs in this track focus on general management and leadership skills for executives
who strive to become more effective leaders in a dynamic business world.

Applied Neuroscience: Business Dynamics: MITs Communication and


Unleashing Brain Power for Approach to Diagnosing Persuasion in the
You and Your People and Solving Complex Digital Age
This experiential course helps leaders Business Problems The rapid proliferation of digital
motivate and inspire in ways that media creates new challenges
This course provides a hands-on
catalyze innovation and increase and opportunities for managers to
introduction to system dynamics, a
business success. Through a balance communicate effectively with diverse
unique framework for understanding
of theory and application, participants audiences in a variety of settings. This
and managing complex organizations.
study the latest neuroscience program is designed to help executives
The eld of system dynamics and the
research and how it can inform become successful communicators
systems thinking technologies that
management practice. Participants in any contextfrom public speeches,
underlie this course were invented
will learn about the impact of gender interpersonal meetings, and group
and developed at MIT. Participants are
and cultural diversity on confidence, discussions to video conferencing,
introduced to mapping techniques,
cognitive decision-making systems, email, and social media. The faculty
simulation models, and MITs
and keys for embedding a culture of draw on decades of advanced
management ight simulators to
learning at an organization. communication research to help
help them understand the sources of
participants solve problems, make
W H O S H O U L D A T T E N D : senior-level leaders persistent problems and how business
quality decisions, and motivate people.
who want to gain deeper understanding decisions may result in complicated
of how the brain works and apply that cause-and-effect loops. WHO SHOULD AT TE ND:people in sales and
knowledge in the workplace for greater marketing; planning and development;
WHO SHOULD AT TE ND: CEOs; CIOs; vice
impact; executives working in large, operations management; strategic
presidents of innovation, performance
complex organizations seeking new ways partnerships; supply-chain agreements;
management, and global network
to influence and mobilize people and recruitment and human resources
services; directors of forecasting,
drive organization-wide change
process management and engineering, 2 017
2 017 strategic and corporate planning, and March 910
March 2122 enterprise risk management; managers June 1516
October 34 of IT strategy and corporate planning; October 1011
planners; strategists; consultants who
2 PROGR A M DAYS / $ 3,900 work with management teams and have 2 P R O G R A M D AY S / $ 3 ,7 0 0
decision-making responsibility
PROGR A M FACULT Y: Tara Swart P R O G R A M F A C U LT Y : Edward Schiappa,
2 017 Ben Shields
PROGR AM R ATING: | 5.0 June 1923
PROGR AM R ATING: | 4.3
5 P R O G R A M D AY S / $ 9, 1 0 0

P R O G R A M F A C U LT Y : Nelson Repenning,
John Sterman

PROGR AM R ATING: | 4.7

Culture eats strategy for breakfast, operational excellence for lunch, and
C U LT U R E I S O N E O F T H E S T R O N G E S T everything else for dinner. Bill Aulet in The Huffington Post
F O R C E S I N A N O R G A N I Z AT I O N
To read the full article, go to executive.mit.edu/Aulet-Huffington-Post

13 MIT Sloan Executive Education


Creating High Velocity Entrepreneurship
Organizations Development Program
This course helps participants think Drawing from the vast culture of
and behave like innovators when the innovation and entrepreneurship at
traditional decision-based leadership MIT, this course introduces participants
formula doesnt apply. The program to MITs entrepreneurial education
introduces four fundamental principles programs, technology transfer system,
by which accelerated performance is and global entrepreneurial network. The
achieved: smart work design, creative program covers the venture creation Course programs
problem solving, continuous knowledge process, from generating ideas to
sharing, and systemic nurturing of building viable global businesses,
and interactions are
discovery skills. Program materials with an emphasis on the nurturing structured in a way
and in-class exercises demonstrate roles of corporations, universities, that create a vivid
those principles in practice, allowing governments, and foundations. It helps
participants to test how they can be entrepreneurs and executives involved
simulation of real-
applied to their own work. in entrepreneurial environments learn world challenges
WHO SHOULD AT TE ND: managers with
what is needed to develop ideas into where you face
successful businesses, and how to
responsibility for core products, increase entrepreneurial opportunities in
yourself, befriend your
services, or mission-critical processes; corporations, institutions, and regions. weaknesses, grow
experts on process excellence; senior
corporate executives; entrepreneurs in WHO SHOULD AT TE ND: CEOs; CTOs;
from them and help
any industry, or new and emerging fields. vice presidents; managing directors; others do the same.
For the highest impact we recommend managers of business development, I would definitely
participants attend in groups. research and development, and
technology; successful and aspiring
recommend this
2 017 entrepreneurs/intrapreneurs; corporate program to anyone
March 2829 venturing officers; academics; regional who wants to be seen
June 2728 development officers
October 1617 as a leader
2 017
2 PROGR A M DAYS / $ 3,500 January 2227 Sidita Hasi
FedEx
PROGR A M FACULT Y: Roberto Fernandez, 5 P R O G R A M D AY S / $1 0 , 9 0 0 Project Leader
Steve Spear U.S.
Management and Leadership
William Aulet,
P R O G R A M F A C U LT Y :
PROGR AM R ATING: | 4.3 Executive Certificate Holder
Christian Catalini, Matt Marx, Fiona
Murray, Scott Stern, Catherine Tucker

PROGR AM R ATING: | 4.9

All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted.
All programs are located in Cambridge, MA, unless otherwise noted. Overall Program Ratings are accurate as
of September 2016. Please visit executive.mit.edu for the most current information. executive.mit.edu 14
Management and Leadership

Fundamentals of Finance Global Executive Greater Boston


for the Technical Executive Academy (multi-language) Executive Program
Todays technical executives must This transformative management and This intensive, eight-week program
be able to use finance to persuade leadership program is designed to fit provides executives with frameworks
corporate officers to fund projects, and the time and language constraints of for thinking about and coping with the
use financial tools to address senior experienced global executives from management of human resources,
managements concerns about risk. diverse industries and countries. The organizational change, strategic
With a focus on basic nancial principles program was recently redesigned to planning, and decision making. It
for project evaluation, funding, and include a wider variety of management combines the benefits of seminar
resource allocation, this course is topics such as strategy, innovation, discussions among representatives from
designed to provide senior technical systems thinking, marketing (branding), Greater Boston companies in a formal
managers with the concepts, strategies, communications, negotiations, and advanced management course, and
and tools needed to deal effectively finance. Taught by world-renowned prepares professionals for executive
with corporate nance and senior MIT Sloan faculty, it offers translation leadership. Participants learn how
management. Participants learn how to and simultaneous interpretation into to apply behavioral science to build
apply a financial perspective to day- Mandarin, Portuguese, and Spanish.* stronger organizations, lead change,
to-day management practices and the Upon completing the program, organize for innovation, and manage a
principles of finance to achieve short- participants earn an Executive Certificate technical workforce.
term and long-range goals. in Management and Leadership.
WHO SHOULD AT TE ND: high-potential, mid-
*Provided there are a minimum of 10
WHO SHOULD AT TE ND: senior level managers; functional specialists
participants per language. Languages
technical managers; CIOs; chief who want a broader perspective on
will be confirmed by May 10, 2017.
technologists; head scientists; critical management issues; executives
research and development and product of small and mid-sized firms without a
WHO SHOULD AT TE ND:CIOs; chief
development directors; engineering recent MBA; executives unable to attend
technologists; corporate strategists
and manufacturing vice presidents; a full-time program
and planners; senior executives in
corporate strategists; project managers;
research and development, engineering,
systems information managers 2 017
and manufacturing; vice presidents of
March 6 May 1
marketing, product development, human
2 017
resources, and business development; 8 P R O G R A M D AY S / $1 0 , 0 0 0
June 2021
head scientists; managers Held on eight consecutive Mondays
October 56
9:00 a.m. 5:00 p.m.
2 017
2 PROGR A M DAYS / $ 3,500 U.S. Eastern Time
July 1120 Limited to 35 participants
PROGR A M FACULT Y: Xavier Giroud,
8 P R O G R A M D AY S / $1 4 , 9 0 0
Paul Mende Participants who complete the program
will receive a GBEP certificate and

PROGR AM R ATING: | 4.3 an MIT Sloan Executive Certificate in
Jake Cohen,
P R O G R A M F A C U LT Y : Management and Leadership
Jared Curhan, Roberto Fernandez,
P R O G R A M F A C U LT Y : Emilio Castilla,
Kristin Forbes, Daena Giardella, Ralph
Katz, Wanda Orlikowski, Jay Paap, Rob Wanda Orlikowski, John Van Maanen
Salafia, Ben Shields, Steve Spear
PROGR AM R ATING: | 4.0
PROGR AM R ATING: | 4.9

In talking with some of the most innovative people in business, including Jeff Bezos, Marc Benioff,
and A.G. Lafley, Ive found that they have in common the capacity to ask the right questions. While
O U R I N N AT E interviewing them, they typically asked me more questions than I asked them. Fueled by continuous
CURIOSIT Y IS A KE Y curiosity, these leaders define clear objectives, identify potential opportunities, and create more
T O I N N O V AT I O N focused plans to reach a goal. Hal Gregersen in Bloomberg Business
To read the full article, go to executive.mit.edu/Gregersen-Bloomberg

15 MIT Sloan Executive Education


Intelligent Organizations Investment Management
4Dx (live online) Theory and Practice:
This course is conducted in an A CIMA Certification
immersive environment that enables Registered Education
participants to interact in real time
with peers and faculty through avatars Program (online)
in virtual classrooms. The course
Built around the Certified Investment
illustrates how people and computers
Management Analyst (CIMA)
can be connected in new ways so that
certification curriculum and approved
collectively they act more intelligently
by the Investment Management
than any person, group, or computer
Consultants Association (IMCA),
has done previously. It is designed
this course fulfills the initial education
to help executives understand how
requirement for CIMA certification. The F U N D A M E N TA L S O F F I N A N C E F O R
to create a competitive advantage THE TECHNICAL E XECUTIVE
program explains the core topics and
by harnessing organizational
learning objectives found in the CIMA
approaches made possible by the
certification curriculum, reviews financial
latest communications technologies. This was an excellent
and investment concepts and strategies,
W H O S H O U L D A T T E N D : CEOs, senior and covers topics including ethics and investment! As an
executives, and managers who are regulation, financial fundamentals, account executive,
risk management, and performance
in a position to make significant I often work within
changes in the ways work is organized measurement and analysis.
in their units; managers of IT, human
complex sales cycles
resources, strategy, and research
W H O S H O U L D A T T E N D : candidates include
that involve a lot of
investment advisors and consultants;
financial advisors and planners; asset financial scrutiny.
2 017
TBD and wealth managers; financial services The course gave me
professionals; applicants must be a perspective from
2 PROGR A M DAYS / $ 3,300 current CIMA certification candidates
ONLINE PROGR AM in good standing and have passed the the other side of the
Held on consecutive days from CIMA qualification exam table. I now have a
11:00 a.m. 1:00 p.m.
U.S. Eastern Time This course is being redesigned for 2017
better understanding
of common challenges
Thomas Malone
PROGR A M FACULT Y: 2 017
TBD
as well as the language
PROGR AM R ATING: | 3.0 spoken by the
5 P R O G R A M D AY S / $ 3 , 9 9 5
ONLINE PROGR AM
financial teams.
This program is asynchronous; Bradley M.
participants may complete course Global Account Manager - EMC
content in any order at their own pace Cisco Systems
during the course session U.S.

P R O G R A M F A C U LT Y : Andrew Lo Overall:
Application:
Content:
PROGR AM R ATING: | 4.0
Experience:

executive.mit.edu 16
Management and Leadership

Leadership and the Leading Change in Leading People at Work:


Lens: Learning at the Complex Organizations Strategies for Talent
Intersection of Innovation This program helps senior managers Analytics NEW
and Image-Making harness the leadership skills, political
Talent analytics is a data-driven
resources, and cultural understandings
approach to improving people-related
This course employs photography as a needed to guide successful
decisions for the purpose of advancing
powerful mode of learning behaviors organizational change. It utilizes a
both individual and organizational
and attitudes required for leaders to unique analytical framework to address
success. While business leaders
surface breakthrough solutions. It the change process from three key
still make key decisions about
uses the camera to study how unseen perspectives. It includes an exercise
their workforce based on intuition,
opportunities reveal themselvesand on networks and power, and provides
experience, advice, and guesswork, the
how the most effective leaders spot insights on the neuroscience of our
collection and systematic analysis of
them, before its too late. Participants brains and the psychology of getting
data can vastly improve this decision
will discover how exploring the things done. Bring a laptop to engage in
making. In this course, participants
intersection of two disciplines insightful simulations.
will explore a number of strategies
leadership and photographycan
W H O S H O U L D A T T E N D : senior leaders used to attract and retain top talent
enhance creativity in both. They
and change agents in any industry; and illustrate how these strategies are
will also study how leaders at the
executives who manage training being designed and used at cutting-
worlds most innovative organizations
and education; vice presidents of edge companies.
approach their work differently.
operations; directors of organizational
WHO SHOULD AT TE ND: general managers
WHO SHOULD AT TE ND: those with senior development and corporate strategy;
and staff executives responsible for
executive experience (current or past) managers of communications, business
hiring and managing talent; directors
and moderate to advanced photography development, and human resources;
of organizational development and
skills, as well as a digital camera and senior business engineers
corporate strategy; HR directors and
laptop; a working knowledge of photo
2 017 managers; vice presidents of operations
editing software and the ability to
download images from a camera May 1419
2 017

5 P R O G R A M D AY S / $ 9, 3 0 0 July 1112
2 017
October 1819
May 810
John Carroll,
P R O G R A M F A C U LT Y :
October 24 2 P R O G R A M D AY S / $ 3 ,7 0 0
Emilio Castilla, Roberto Fernandez,
3 PROGR A M DAYS / $4,900 David Krackhardt, Nelson Repenning,
P R O G R A M F A C U LT Y : Emilio Castilla
John Van Maanen
PROGR A M FACULT Y: Sam Abell, PROGR AM R ATING: New program.
Hal Gregersen PROGR AM R ATING: | 4.8
Rating not yet available.

PROGR AM R ATING: | 5.0

If you spend two months researching an issue before making a decision, youll waste time
MAKE A SERIES OF gathering irrelevant facts and may miss critical issues. Start ruling out options after just two days
T E N TAT I V E C O N C L U S I O N S and keep making tentative conclusions to focus your research and make better decisions faster.
Bob Pozen in The Economist
BEFORE BIG DECISIONS
To read the full article, go to executive.mit.edu/Pozen-The-Economist

17 MIT Sloan Executive Education


Managing Technical Maximizing Your Personal
Professionals and Productivity: How to
Organizations Become an Efficient and
Goals, incentives, and management Effective Executive
challenges for technical professionals
Although the value of most
often differ from those of other
professionals is measured in
employees. Drawing on the wealth
knowledge and results, many
of research and industry experience
organizations still emphasize face
of faculty and leading practitioners,
time in the office. This course
this program explores a set of proven,
focuses on skills to boost personal
practical, and innovative strategies
productivity including how to prioritize
for maximizing the contribution of an
goals, align time allocation with goals,
organizations technical professionals. TR ANSFORMING YOUR
and develop techniques to accomplish L E A D E R S H I P S T R AT E G Y
The program provides key insights
lower priority tasks. Designed to
on how to retain technical staff,
increase personal productivity
integrate technical professionals into
through a series of case studies, Excellent topic with
an organization, build more successful
project teams, keep teams high
practical exercises, and background real-world application.
readings, the program also addresses
performing, and develop reward and
how to complete important projects
Learning to be not just
incentive systems.
efficiently, hold productive meetings a great leader but a
WHO SHOULD AT TE ND: executives who with clear agendas and outcomes, greatly effective one.
manage technical professionals, and manage by delegation.
including CIOs; CTOs; vice presidents Panos Efsta
WHO SHOULD AT TE ND: managers Global Services Manager,
and directors of research and Operations & Quality Excellence
seeking to expand leadership
development, engineering, and CPA Global
roles; professionals from U.S. and
manufacturing; managers of U.S.
foreign countries; managers from
product development and systems
young and established companies; Overall:
information; corporate strategists
executives from for-profit and not- Application:
for-profit organizations Content:
2 017
Experience:
March 1415
2 017
June 2930
June 1314
October 1011
October 56
2 PROGR A M DAYS / $ 3,500
2 P R O G R A M D AY S / $ 3 , 5 0 0

PROGR A M FACULT Y: Ralph Katz


P R O G R A M F A C U LT Y : Robert Pozen,
PROGR AM R ATING: | 4.4 Ben Shields

PROGR AM R ATING: | 4.4

executive.mit.edu 18
Management and Leadership

MIT Regional Negotiation for Executives Neuroscience


Entrepreneurship From fundamental principles to specific for Leadership
Acceleration Program (REAP) real-world examples, this program
This course provides hands-
offers a holistic view of negotiation as
on application of concepts and
REAP is a unique multi-year program for building relationships that are rooted
techniques deriving from the
cross-functional teams designed to help in mutual trust and respect and result
latest cognitive brain research
regions engage with MIT in an evidence- in success at the bargaining table.
and psychology that can improve
based approach to strengthening Participants learn to prioritize multiple
individual, team, and organizational
innovation-driven entrepreneurial issues to reach the most beneficial
performance. Participants will learn
(IDE) ecosystems. This is achieved resolution and optimize the economic
how to leverage the plasticity of
by implementing a strategy based on and subjective value of negotiations.
brain connections in order to embed
research insights and frameworks The course provides extensive
sustainable behavioral change in
developed at MIT. Participants attend personalized feedback and teaches
themselves and their organization.
three-day workshops twice a year for at participants how to leverage individual
Understanding the implications of this
least two years. On site, they are exposed traits to achieve success and build
unique research will teach senior-level
to the theory and practice of developing lasting relationships.
leaders how to raise their awareness
regional clusters of innovation-based
W H O S H O U L D A T T E N D : participants of existing leadership behavioral
entrepreneurship. Participants also
responsible for contract negotiations, patterns, focus attention on actions
experience cross-regional collaboration
supply-chain agreements, promoting resilience, and gain a
and breaking down of traditional
compensation issues, securing funding competitive edge by comprehending
boundaries through the common purpose
for projects or departments; those in how the brain works.
of facilitating meaningful economic and
social outcomes. planning and development, operations
W H O S H O U L D A T T E N D : senior-level
management, strategic partnerships,
leaders, especially those who lead
W H O S H O U L D A T T E N D : each region recruitment, human resources
technically strong, motivated, and
will assemble an initial cross-
2 017 intelligent teams; executives working
functional team of 58 members,
April 45 in large, complex organizations with
representing five major stakeholders
June 2223 diverse markets
(Economic Development/Government,
Entrepreneurs, Risk Capital, Large October 1213
2 017
Corporations, and Universities) March 1617
2 P R O G R A M D AY S / $ 3 , 9 0 0
September 2829
2 016 2 01 9 C O H O R T P R O G R A M F A C U LT Y : Jared Curhan
October 19, 2016 May 1, 2018 2 P R O G R A M D AY S / $ 3 , 9 0 0

October 1, 2017 October 1, 2019 PROGR AM R ATING: | 4.9


P R O G R A M F A C U LT Y : Deborah Ancona,
10 PROGR A M DAYS / $ 300,000 Tara Swart
(covers tuition for two years for the
entire team of 58 participants) PROGR AM R ATING: | 4.4
3 days per workshop; 4 workshops total
Workshops, virtual mentoring, regional
projects, and online tools are blended in
the two-year program

P R O G R A M F A C U L T Y : William Aulet,
Phil Budden, Fiona Murray, Scott Stern

PROGR AM R ATING: | 5.0

Leaders will come in and theyll change the structure without realizing that they havent changed
DONT ADOP T A the norms of how things get done. You can be surprised by things like: people dont feel like
MANAGEMENT they should collaborate; they feel like they should still ask the boss permission before they do
S TRUCTURE JUS T anything. People dont take the initiative that you need in that kind of structure because the
culture is still one of hierarchy. Deborah Ancona on FastCompany.com
BECAUSE ITS POPUL AR
To read the full article, go to executive.mit.edu/Ancona-Fast-Company

19 MIT Sloan Executive Education


Sports Analytics Transforming Your
Management NEW Leadership Strategy
While the sports industry is an analytics As organizations move away from a
pioneer, data-driven decision making command and control to a cultivate
has become essential to business and coordinate model, executives can
success in nearly every industry. no longer rely on old ways of thinking
This program provides executives about leadership. This course introduces
the opportunity to engage in the participants to a research-based
guided strategic thinking necessary framework developed at MIT that helps
to develop, refine, and implement an leaders drive innovation, maximize team
analytics program for their organization. performance, and succeed in todays
Participants will learn the keys to complex world. The 4 Capabilities
building and organizing an analytics Leadership Model is a powerful tool
N E G O T I AT I O N F O R E X E C U T I V E S
team that delivers insights to all parts of for understanding and integrating four
an organization, as well as a framework critical components of leadership
for developing an analytics strategy that sensemaking, relating, visioning, and I really got a lot
includes problem definition and data inventing. This is a highly interactive
out of this program.
collection, data warehousing, analysis, program with many exercises in small
and decision making. In addition, the groups and lots of moving around. Negotiation strategies
course will explain how organizations Laptops are not recommended. and principles apply to
can use analytics to drive additional
W H O S H O U L D A T T E N D : leaders and change
so many areas, not just
revenue and operate more efficiently.
agents from all levels of the organization contract negotiations.
W H O S H O U L D A T T E N D : sports executives; in any industry; CEOs; COOs; presidents; Ive been using what
non-sports executives; executives vice presidents of marketing and
seeking to refine and implement an new venture development; chief I learned on a daily
analytics strategy for their organization; technologists; directors of research basis in trying to
executives transitioning to a leadership and development, engineering, reach consensus with
role that involves analytics manufacturing, and information systems
colleagues, in delivering
2 017 2 017 difficult information to
March 67 March 2324
October 1819 September 2627
my staff, as well as in
vendor discussions. I
2 PROGR A M DAYS / $ 3,900 2 P R O G R A M D AY S / $ 3 , 9 0 0
highly recommend it
PROGR A M FACULT Y: Ben Shields P R O G R A M F A C U LT Y : Deborah Ancona if you have any doubt
PROGR AM R ATING: New program. PROGR AM R ATING: | 4.4 about your skills in this
Rating not yet available. area or even just to
hone them.
Lisa Stefanoff
Chief IT Director
Specialty Food Association
U.S.

Overall:
Application:
Content:
Experience:

executive.mit.edu 20
Management and Leadership

Understanding and Executive Program in


Solving Complex General Management
Business Problems (EPGM)
This program introduces a new An immersive, nine-month, general
way of thinking about the cause management program for high-
and effect of decision making in level executives, EPGM focuses on
complex organizations, departments, developing key technology leadership
operating units, prot centers, or an skills, such as making technology-
entire industry. Participants learn to enhanced strategic decisions, building
use MITs unique, integrative system collaborative organizations, managing
dynamics approach to assess talent across global markets, and
problems and produce the results integrating an innovation mindset into
they want. They use exercises, corporate culture. Participants convene U N D E R S TA N D I N G A N D S O LV I N G
simulation models, and MITs as a cohort for three core modules, both COMPLE X BUSINESS PROBLEMS
management ight simulators in person and online. Each participant
to experience the long-term side has the option of selecting electives
Great experience!
effects and impacts of decisions to from the portfolio of open enrollment
understand how an organizations courses. Participants also earn the John Sterman is an
performance is tied to structure and ACE at the conclusion of the program. outstanding professor,
operating policies.
WHO SHOULD AT TE ND: leaders in and the balance
WHO SHOULD AT TE ND: executives in high-tech, information technology, between content,
decision-making roles who seek new manufacturing, pharmaceuticals, tools and examples
ideas about how to solve difcult infrastructure, oil and gas; executives
business problems; CEOs; COOs; with a minimum of 10 years of work is perfect.
CTOs; presidents; executive vice experience; fluency in written and Guillermo Francisco Gelonch
presidents and vice presidents; spoken English; a graduate degree Professor
senior project and product Universidad Nacional de Tres de Febrero
development managers; corporate 2 016 2 017 Argentina
planners; corporate strategists November 22, 2016 August 25, 2017
Overall:
2 5 P R O G R A M D AY S / $ 3 5 , 0 0 0 Application:
2 017
EPGM includes immersion modules Content:
March 78 Experience:
July 1314 at MIT Sloan and abroad, and online
October 34 modules, as well as select open
enrollment courses at MIT Sloan.
2 P R O G R A M D A Y S / $ 3 ,7 0 0
IN COLL ABOR ATION WITH
PROGR A M FACULT Y: J. Bradley Morrison, Eruditus Executive Education
John Sterman
Deborah Ancona,
P R O G R A M F A C U LT Y :
PROGR AM R ATING: | 4.6 William Aulet, Pierre Azoulay, Jared
Curhan, Charles Fine, Tara Swart,
Catherine Tucker, John Van Maanen

PROGR AM R ATING: | 4.5

21 MIT Sloan Executive Education


STRATEGY AND INNOVATION
This track introduces breakthrough concepts that can help to identify, capture, and deliver on great ideas
and successfully drive innovation throughout the organization.

Building Game-Changing Building, Leading, and Closing the Gap Between


Organizations: Aligning Sustaining the Innovative Strategy and Execution
Purpose, Performance, Organization This course is designed to help
and People This course explores the elements
global executives close the gap
between strategic intent and
of innovation and outlines the steps
Game-changing organizations follow results by introducing a systematic
needed to implement and manage
breakaway business models. Their framework and hands-on tools to
a culture of innovation. Structured
leaders are purpose driven and drive execution in an organization.
around a four-part framework
performance orientedcapabilities The program introduces a systemic
developed at MIT for leading and
that help them get out front and stay view of strategy execution based
organizing breakthrough innovation,
there. Participants will learn how to on more than a decade of research
the program helps participants
develop game-changing organizations that has been field-tested in dozens
understand how to develop sources
that make their companies world- of corporations around the world.
of information about current and new
class talent factories, as well as the The course will help leaders reframe
technologies and consumer needs.
importance of an innovative company execution to avoid common mistakes
Participants also learn how to generate
culture. Through Practitioners Corner and focus on actions that are most
innovative ideas for new products and
Sessions, they will also learn from likely to bring results.
services, as well as how to choose
the successes and challenges of
projects and implement ideas with the WHO SHOULD AT TE ND: participants
companies that have been on similar
highest likelihood of success. must apply and enrollment is limited;
journeys of transformation.
participants must be a CEO, MD, or
WHO SHOULD AT TE ND: senior corporate
WHO SHOULD AT TE ND: upper to senior member of an executive team; have a
and technical executives, including
level managers involved in company large scope of responsibility; agree to
executive vice presidents; vice
strategy, vision, and operational identify at least 30 colleagues willing to
presidents of marketing, product
priorities; division, business unit, complete a confidential survey of their
development, research and
functional, or geographic leadership organizations execution capacity
development, human resources, and
team members; human resources
business development; CIOs; CTOs; 2 017
professionals in senior roles involved in
corporate strategists TBD
enterprise-wide change
2 017 2 P R O G R A M D AY S / $ 4 , 5 0 0
2 016
April 67
November 34
June 1516 P R O G R A M F A C U LT Y : Donald Sull
2 017 October 1213
PROGR AM R ATING: | 5.0
March 2021
2 P R O G R A M D AY S / $ 3 ,7 0 0
June 2021
October 1011 Ralph Katz,
P R O G R A M F A C U LT Y :
Jay Paap, Eric von Hippel
2 PROGR A M DAYS / $ 3,900

PROGR AM R ATING: | 4.3


PROGR A M FACULT Y: Douglas Ready

PROGR AM R ATING: | 4.5

All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted.
All programs are located in Cambridge, MA, unless otherwise noted. Overall Program Ratings are accurate as
of September 2016. Please visit executive.mit.edu for the most current information. executive.mit.edu 22
Strategy and Innovation

Developing and Digital Marketing and Driving Strategic


Managing a Successful Social Media Analytics Innovation: Achieving High
Technology Strategy From tablets and big data to new Performance Throughout
This program details a unique approach
customer monitoring tools and the the Value Chain
global emergence of social networking,
to integrating business and technology
recent technology has revolutionized This joint program with the IMD
strategy and to developing protable
the modes of communication through helps leaders manage innovation
ventures and technologies. It provides
which businesses and brands engage from concept to commercialization.
a framework for understanding how
with consumers. This course is designed It knits together marketing, product
technologies and markets evolve, are
to help executives understand the new development, technology assessment,
linked, and differ across markets,
rules of marketing in the digital age, value chain design, project execution,
as well as what drives technology
covering a range of topics including and talent management in a
acceptance. Participants are introduced
search marketing, social network roadmap for achieving breakthrough
to tools to identify high-leverage
marketing and analytics, predictive performance. The course uses an
projects, match products to market
modeling, mobile advertising and integrative value chain framework
dynamics, develop strategies to capture
commerce, CRM strategy, and digital created at MIT to combine technology
market value, and change organizational
advertising. It provides a detailed, and innovation strategy with the tools
capabilities to reect evolving markets
applied perspective on the theory and required for successful implementation.
and technological dynamics.
practice of digital marketing and social
media analytics in the 21st century. W H O S H O U L D A T T E N D : senior executives
WHO SHOULD AT TE ND: senior general
and entrepreneurs with signicant
and technical executives involved
WHO SHOULD AT TE ND: business leaders input into the technology, supply
in development, management, or
seeking a deeper understanding of chain, and innovation strategy of their
marketing of technology or technology
the digital marketing ecosystem; organizations; CEOs; COOs; CIOs; CTOs;
products, including CEOs; presidents;
CIOs, CMOs, and their direct reports; directors of research and development
COOs; CTOs; vice presidents of research
marketing managers; product
and development, engineering, 2 017
managers; product development
manufacturing, marketing, and business February 26 March 3
managers; chief data scientists; data
development; corporate strategists
managers; corporate strategists;
5 P R O G R A M D AY S / C H F 11 , 5 0 0
2 016 agency executives
L AUSANNE, SWIT ZERL AND
November 12
2 017

2 017 April 1314


2 017
March 2829 June 2930
September 2429
June 2223 October 1617
October 2324 5 P R O G R A M D AY S / $11 , 5 0 0
2 P R O G R A M D AY S / $ 3 , 9 0 0
CAMBRIDGE, MASSACHUSE T TS
2 P R O G R A M D A Y S / $ 3 ,7 0 0
P R O G R A M F A C U LT Y : Sinan Aral
Charles Fine,
P R O G R A M F A C U LT Y :
PROGR A M FACULT Y: Pierre Azoulay, Bill Fischer, Duncan Simester
PROGR AM R ATING: | 4.9
Ezra Zuckerman
PROGR AM R ATING: | 4.6
PROGR AM R ATING: | 4.4

Senior executives are often shocked to see how poorly their companys strategy is understood
throughout the organization. In their view, they invest huge amounts of time communicating strategy
C O M M U N I C AT I O N
but the amount of communication is not the issue. Part of the problem is that executives measure
O F S T R AT E G Y communication in terms of inputs (the number of e-mails sent or town halls hosted) rather than by
DOESNT EQUAL the only metric that actually countshow well key leaders understand whats communicated.
U N D E R S TA N D I N G Donald Sull in Harvard Business Review
To read the full article, go to executive.mit.edu/Sull-HBR

23 MIT Sloan Executive Education


Innovation Ecosystems
for Corporate Leaders:
Strategic Approaches
to Engagement for
Sustainable Competitive
Advantage NEW
Based on MITs research into the
science of innovation ecosystems,
this course equips executives with
the high-level frameworks and tools
necessary to understand their
innovation landscape. It allows
them to capture innovation-driven
entrepreneurial advantage by
providing leadership as stakeholders
in innovation ecosystems. Participants
will learn ways to assess their local
and other ecosystems as potential
locations for innovation centers, as
well as ways to partner with startup
entrepreneurs, research universities,
you are going to receive a first-class
risk capital providers, and corporate/ education with the latest management
government stakeholders. techniques programs provide a unique and
W H O S H O U L D A T T E N D : executives in innovative approach to understanding and solving
public and private sectors including business issues an opportunity to interact
senior managers; C-suite executives;
with professionals from different industries,
future leaders; those interested
in encouraging innovation in their countries, and backgrounds priceless.
organizations or regions through
Vincent Geffray
leveraging innovation ecosystems; Compuware APM
participants from developed as Senior Product Manager/Senior Product Marketing Manager
well as emerging markets U.S.
Strategy and Innovation
2 017 Executive Certificate Holder
March 3031
June 2728
November 78

2 P R O G R A M D A Y S / $ 3 ,7 0 0

PROGR A M FACULT Y: Phil Budden,


Fiona Murray

PROGR AM R ATING: New program.


Rating not yet available.

executive.mit.edu 24
Strategy and Innovation

The Innovators DNA: Leadership by Design: Marketing Innovation


Mastering Five Skills for Innovation Process This program provides executives with
Disruptive Innovation and Culture a review of key marketing concepts
as they relate to new innovations and
Where do innovative and revolutionary This program is intended to introduce products. Participants learn how to
business ideas come from? This the concepts of human-centered design evaluate market attractiveness, think
program helps executives learn to to individuals and teams who are not about the design and management
achieve breakthrough insights through already familiar with these design-based of distribution channels, and
self-assessment, catalytic questioning, concepts and their applications. Drawing understand pricing architectures.
deep observation, diverse networking, on the resources of MITs Integrated The course covers strategic and
and rapid experimentation. Building Design & Management curriculum and practical approaches, applied to real-
on hundreds of interviews and more its new Integrated Design Lab (ID Lab), world examples that help executives
than 10,000 survey assessments, the the course combines intuitive methods understand consumer decision making,
course offers unique insight into the with the systematic, analytical methods analyze company strengths, and
behaviors of extraordinary, and often for which MIT is world renowned. assess the competition.
disruptive, innovators. Participants will Participants will learn how to enable
learn and practice important discovery an action-based organizational culture WHO SHOULD AT TE ND: senior engineering,
skills that lead to new innovations in which empathy is generated, trial R&D, product development, project
ranging from product improvement and error is encouraged, and failure management, IT, finance, and
to new market creationto generate is celebrated as a source of learning manufacturing professionals from
valuable, new economic growth. resulting in successful innovation. consumer and business-to-business
Participants also will learn both strategic industries; technical executives with
WHO SHOULD AT TE ND: CEOs; COOs; and hands-on techniques for structured nominal marketing experience, as well
presidents; executive vice presidents; exploration through prototyping. as marketing professionals who want
vice presidents of marketing and new to discuss new marketing techniques
venture development; heads of R&D, WHO SHOULD AT TE ND:entrepreneurs and and their application to innovation
engineering, manufacturing, and IS; intrapreneurs seeking new solutions
chief technologists; corporate planners and products; executives and senior 2 017

and strategists; senior managers managers in leadership roles; product March 1617
with leadership responsibility and development managers and engineers; July 1112
executives seeking to improve creative individuals and teams looking to create November 23
problem solving skills and deliver a more experimental corporate culture
2 P R O G R A M D AY S / $ 3 ,7 0 0
higher value-creating innovation at and who seek integrated approaches
their organizations for communication and validation P R O G R A M F A C U LT Y : Catherine Tucker
across teams
2 016 PROGR AM R ATING: | 4.8
November 1415 2 017
June 2728
2 017 November 910
March 3031
June 56 2 P R O G R A M D AY S / $ 3 , 9 0 0
November 1415
P R O G R A M F A C U LT Y : Matthew Kressy
2 PROGR A M DAYS / $ 3,900
PROGR AM R ATING: | 2.3
PROGR A M FACULT Y: Phil Budden,
Hal Gregersen

PROGR AM R ATING: | 5.0

Putting pricing on autopilot means you are assuming the rest of the world is just like your
WHEN SELLING VIRTUAL home country ... in different countries, consumers do, indeed, behave differently. Learning
P R O D U C T S A B R O A D, D O N T about other markets and experimenting with a range of prices can boost sales and revenue.
Catherine Tucker in TechCrunch
PUT PRICES ON AUTOPILOT
To read the full article, go to executive.mit.edu/Tucker-TechCrunch

25 MIT Sloan Executive Education


Platform Strategy: Building Pricing 4Dx (live online)
and Thriving in a Vibrant This program will help managers
Ecosystem increase their level of pricing
sophistication and mitigate mistakes
Some of the most profitable and regarding pricing strategy. Participants
successful firms are those that have will practice calculating price elasticities
adopted a digital platform modela for different customers, and learn
strategy where two or more disparate about correct survey techniques to
groups interact over a platform to co- ask the right pricing questions before
create value. This program draws on a product is launched. Participants
recent MIT Sloan research and lessons will collaborate virtually and interact
learned by companies that have grown in real time with high-quality video
out of the innovative ecosystem around lessons, other participants, and faculty
MIT. Participants will be exposed to through personalized avatars in an
strategic thinking and tools often not immersive, virtual classroom. This S T R AT E G I E S F O R
found in more traditional approaches technical class will require the use S U S TA I N A B L E B U S I N E S S
to enterprise and product strategy, and of spreadsheets, data analysis, and
discover how business strategies can be specific technology (e.g., Terf, Sawtooth). Cannot love this course
revised for success. A high-speed internet connection with
adequate bandwidth is essential. more! The professors
WHO SHOULD AT TE ND:leaders of
In advance of the program, participants were so enthusiastic
corporate strategy and business
development; leaders of product and
must attend a webinar to meet other about their teaching,
service development, innovation,
participants, propose project ideas, discussion, and also
and form small project groups.
marketing, and research and their research and
development; leaders of application
development and content management
WHO SHOULD AT TE ND: executives in the course also offered
marketing, product development, and
strategy in consumer and business-
many opportunities for
2 017
April 1314
to-business industries; entrepreneurs students to interact.
and executives in small and medium
June 1516 Alan Gong
businesses who wear multiple hats;
October 2526 President and CEO
executives in larger companies in WBG Internationals LLP
2 P R O G R A M D A Y S / $ 3 ,7 0 0 charge of launching new products U.S.

PROGR A M FACULT Y: Pierre Azoulay, 2 016 Overall:


Catherine Tucker November 29 December 14 Application:
Content:
Experience:
PROGR AM R ATING: | 4.2 2 017
April 25 May 10

2 P R O G R A M D AY S / $ 4 , 5 0 0

ONLINE PROGR AM
Held three days per week for two
weeks from 10:00 a.m. 12:00 p.m.
U.S. Eastern Time, plus a project
report on the third week. The sessions
may be extended by a half hour each
day, if necessary.

P R O G R A M F A C U LT Y : Catherine Tucker

PROGR AM R ATING: | 4.0

executive.mit.edu 26
Strategy and Innovation

Revitalizing Your Digital Strategies for Strategy in a Global World


Business Model Sustainable Business The global world is no longer simply a
source of new markets, but rather a
As powerful, readily accessible digital This program uniquely applies MIT
source of innovation. To survive and
technologies create new business frameworks of process improvement
prosper today, companies must develop
opportunities, enterprises need to and system dynamics to the topic
a wider vision that encompasses
reimagine their business models. MIT of sustainability so that participants
aspects of being a global organization.
Sloan researchers have studied how return to their organizations with
This program explores how to build
companies can define visions and practical strategies for manifesting
lasting success in a changing global
build the capabilities to compete in consensus and changeat the micro
marketplace and introduces concepts
this increasingly competitive business and macro levels. The course connects
and frameworks used to understand
environment. This program presents executives with MIT professors and
the relevance, challenge, and
leading-edge frameworks and practices researchers who are currently breaking
management of global integration
for defining digital strategy, monetizing new ground in sustainability thinking
in multinational corporations.
data, redesigning the workplace, and and practice. Participants place current
establishing powerful ecosystems. business practices in a socioeconomic WHO SHOULD AT TE ND: CEOs; COOs;
Examples from successful companies context and leave with well-grounded presidents; executive vice presidents;
will help executives prepare their strategies for making sustainability a vice presidents of marketing and
organizations for the challenges of doing reality in their organizations, industries, new venture development; heads
business digitally. and communities. of research and development,
engineering, manufacturing, and
WHO SHOULD AT TE ND: CIOs; COOs; WHO SHOULD AT TE ND: functional and
IS; entrepreneurs; corporate
executive vice presidents; vice business unit leaders responsible for
managers and strategists; senior
presidents of operations; senior advancing sustainability; investment
managers; venture capitalist
marketing and business development professionals charged with aligning
managers; consultants; managers
executives; senior project managers; socially responsible investments with
and entrepreneurs who manage
IT leaders; innovation officers; product value; professionals who need to
multinational corporations or
development managers; corporate understand strategies that promote
companies with international clients
planners; strategists; strategic planners sustainable business practices;
environmental consultants who want 2 017
2 017 to prove the value of sustainability in June 1314
April 1112 the marketplace; NGO and government October 1617
November 1617 leaders who need a business-centered
but cross-sectoral perspective on 2 P R O G R A M D AY S / $ 3 ,7 0 0
2 PROGR A M DAYS / $ 3,500
sustainability
P R O G R A M F A C U LT Y : Donald Lessard,
Kristine Dery,
PROGR A M FACULT Y:
2 017 Eleanor Westney
Jeanne Ross, Barbara Wixom,
March 2224
Stephanie Woerner PROGR AM R ATING: | 4.2
October 1820
PROGR AM R ATING: | 4.5
3 P R O G R A M D AY S / $ 4 , 9 0 0

Jason Jay, Roberto


P R O G R A M F A C U LT Y :
Rigobon, John Sterman, Zeynep Ton

PROGR AM R ATING: | 4.9

27 MIT Sloan Executive Education


Understanding Global
Markets: Macroeconomics
for Executives
This course introduces participants to
some of the most important concepts
in macroeconomics and global markets
today. It is designed to help executives
understand and predict the performance
of economies in order to mitigate
risk, develop growth plans, and make
investment decisions, both locally
and abroad. The program addresses
dynamics of comparative advantage,
sources of international conflict, and
varied responses of economies to crisis.
Participants get an in-depth look at
comparative advantages and crises in
Europe, Asia, Latin America, and the U.S.

WHO SHOULD AT TE ND:C-level executives;


general managers; business unit
managers; vice presidents of nance, U N D E R S TA N D I N G G L O B A L M A R K E T S :
operations, human resources, MACROECONOMICS FOR E XECUTIVES
marketing, and sales; strategic
planning managers; consultants If you really want to understand how the world
2 017 works and how to take advantage of trends
March 1315 and changes, you MUST take this course.
June 79
October 30 November 1
Macroeconomics does not get simpler and
more impactful than this.
3 PROGR A M DAYS / $4,900
Juan Carlos A.
PROGR A M FACULT Y: Roberto Rigobon
Overall:
PROGR AM R ATING: | 4.9 Application:
Content:
Experience:

executive.mit.edu 28
TECHNOLOGY, OPERATIONS, AND
VALUE CHAIN MANAGEMENT
Programs in this track focus on implementing innovative strategies by developing strategic
approaches for using technology and process optimization throughout an organization.

Developing a Leading Essential IT for Implementing


Edge Operations Strategy Non-IT Executives Improvement Strategies:
Enterprises are increasingly complex, This course helps managers from Dynamic Work Design
with supply chains, manufacturing, and various areas of expertise to better
This program helps executives
service delivery processes spanning understand information technology
understand how continuous
cultures, geographies, and geopolitical concepts and language, so they
improvement strategies, sustained
situations. To navigate this intricate can work together efficiently and
over a long period, affect core
environment, executives need to make productively and appreciate the role IT
business metrics and contribute to
efficient use of a companys materials can play in an organizations success.
an organizations success. It equips
and processes, manage complicated The program is designed to make
managers with a fundamental
global networks, optimize service and managers confident in resolving IT
understanding of how their work
quality levels of performance, and issues, working with IT staff to make
design and approach to management
minimize risks. This program draws on better decisions, and delivering better
can be improved to deliver optimal
real issues confronting manufacturing process change. The course is about
business benefits. Participants learn
and service companies, providing ways to design work processes that
a framework for understanding what
strategic frameworks to enable lead to future success.
drives improvement and how it can be
executives to help their companies
W H O S H O U L D A T T E N D : line managers and implemented in every function across
deliver high-quality products and
corporate strategists who want a better an organization. Inspired by extensive
services to their customers. Participants
handle on their role in IT oversight and research on leading companies, the
are encouraged to bring a laptop to take
management; nontechnical managers program highlights principles and
part in an Excel exercise.
with IT responsibilities; IT managers practices that have enabled companies
W H O S H O U L D A T T E N D : senior managers seeking to gain a better perspective to consistently and significantly
from manufacturing and service on how to work productively with outperform their competitors.
industries responsible for developing senior executives
executives, senior
WHO SHOULD AT TE ND:
and executing operations strategy;
2 017 managers, and leaders from all industries
COOs; strategic planners; vice
March 3031 and in all management functions
presidents of business strategy,
operations, supply chain management, October 2526
2 017
services, and product development; March 1415
2 P R O G R A M D AY S / $ 3 , 5 0 0
operations general managers; senior July 2021
project and program executives Jeanne Ross,
P R O G R A M F A C U LT Y : October 31 November 1
George Westerman, Barbara Wixom
2 017 2 P R O G R A M D AY S / $ 3 ,7 0 0
March 2324 PROGR AM R ATING: | 4.5
July 2728 Sheila Dodge,
P R O G R A M F A C U LT Y :
November 910 Don Kieffer, Nelson Repenning

2 PROGR A M DAYS / $ 3,500


PROGR AM R ATING: | 4.6
Vivek Farias,
PROGR A M FACULT Y:
Thomas Roemer, Zeynep Ton

PROGR AM R ATING: | 4.3

Most companies get stuck trying to figure out how to do everything in one big bang approach
HIGH-PERFORMING that may be trying to accomplish too much. The only way to know if you have the right data,
C O M PA N I E S D O the right people, and the right skills is to just start simple, build your confidence, and leave
the complexity for later. David Simchi-Levi in Supply Chain Navigator
A N A LY T I C S D I F F E R E N T LY
To read the full article, go to executive.mit.edu/simchi-levi-scn

29 MIT Sloan Executive Education


Implementing Industry 4.0: Managing Complex
Leading Change in Technical Projects
Manufacturing and This course offers new ways of thinking
Operations NEW to help managers improve their
processes to make better products,
In the race to implement new faster. MITs innovative solution,
manufacturing technologies and based on the design structure matrix
systems such as the Internet of Things (DSM), streamlines complex projects
(IoT), many forget that factories and by developing detailed models to to cope with
operations have existing systems that understand the intricate interactions complexities and
may resist change. The first priority and iterative nature of design.
in implementing large-scale changes Participants learn to reduce the changes reconfiguring
in industrial operations should be to complexity involved in large projects by our business worldwide,
make this invisible part of the system restructuring development procedures I have to be able to link
the hidden factoryvisible. The and to manage large projects in a
identification and creative elimination systematic way. Bring a laptop to technology decisions
of these hidden factories will result in participate in an Excel exercise. This with business strategy.
more productive and safer operations. program includes optional homework. I selected MIT Sloan
This course will discuss how to develop
a company culture that puts people W H O S H O U L D A T T E N D : senior Executive Education
first in the new world of Industry 4.0 managers and those involved in because of the high-
complex product development
and the IoT.
and project management or
quality faculty and
W H O S H O U L D A T T E N D : executives and responsible for improving design innovative way in which
key staff who want to integrate new and development procedures; they teach management
industrial technology into existing vice presidents of engineering,
facilities; executives of companies manufacturing, and technology; and leadership.
developing new industrial products directors of project management; Bernard Gavgani
and services interested in accelerating managers of product and business BNP Paribas
adoption rate through a better development, engineering, Global Head of IT and Operations
understanding of customers needs research and development; project France
Technology, Operations, and Value Chain
leaders; chief product design and
Management
2 017 process development engineers; Executive Certificate Holder
April 45 technology strategists
July 1112
November 78 2 017
July 1819
2 PROGR A M DAYS / $ 3,500 October 2324

PROGR A M FACULT Y: John Carrier, 2 P R O G R A M D AY S / $ 3 , 5 0 0


John Van Maanan
P R O G R A M F A C U LT Y : Steven Eppinger
PROGR AM R ATING: New program.
Rating not yet available. PROGR AM R ATING: | 4.4

All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted.
All programs are located in Cambridge, MA, unless otherwise noted. Overall Program Ratings are accurate as
of September 2016. Please visit executive.mit.edu for the most current information. executive.mit.edu 30
Technology, Operations, and Value Chain Management

Managing Product Platform Revolution: Strategic Cost Analysis


Platforms: Delivering Making Networked for Managers
Variety and Realizing Markets Work for You Course participants learn to analyze
Synergies (online) the performance of projects,
departments, and divisions from a
This course introduces participants Why is the change to network nancial perspective. They gain a deeper
to product platformsthe sharing of markets happening now and what understanding of how resources are
components, processes, technologies, can your company do to adapt and allocated throughout an organization,
interfaces, and infrastructure across thrive? This four-week program and how to leverage cost analysis to
a product family. Focused on helping introduces participants to the position a project or department most
companies develop strong platform many ways networked markets advantageously, with numbers to
strategies by understanding the are transforming the economy and support the position. The program is
managerial levers necessary to operate provides strategies for designing, drawn from our highly rated MBA courses
in complex development environments, monetizing, and launching a digital on nancial and managerial accounting.
the course draws on examples from platform. Combining rigorous
a variety of industries. Successful theory with real-world experience, W H O S H O U L D A T T E N D : senior managers

product platforming allows companies the course combines weekly live from consumer and business-
to develop better products more easily, webinars, recorded video lessons, to-business industries, including
improve product family planning and presentations, and exercises. The engineering, manufacturing, IT, and
lifecycle management, and increase program demonstrates established technology departments; division
corporate profitability. economic principles from literature and department heads; directors of
on industrial organization, two- project management, product and
WHO SHOULD AT TE ND: executives sided network effects, information business development, and research
in strategy, marketing, product asymmetry, pricing, and game theory. and development; chief project
development, procurement, and supply engineers; product design and process
chain management; executives from WHO SHOULD AT TE ND: executives from development engineers
technology driven industries with general management, leadership,
engineered products and services finance, marketing, operations, and 2 017

such as automotive, high-tech, strategy; executives and entrepreneurs March 1617


manufacturing, railway, heavy vehicles, in small, medium, and larger companies, November 23
aerospace, defense, electronics, interested in creating, managing, or
2 P R O G R A M D AY S / $ 3 , 5 0 0
machinery, healthcare; OEMs; suppliers understanding business platforms
P R O G R A M F A C U LT Y : John Core,
2 017 2 016
Christopher Noe
March 2829 November 728
July 1314 PROGR AM R ATING: | 4.3
October 2324 2 017
TBD
2 P R O G R A M D A Y S / $ 3 ,7 0 0
1 P R O G R A M D AY / $ 9 9 9
PROGR A M FACULT Y: Bruce Cameron ONLINE PROGR AM

PROGR AM R ATING: | 5.0 P R O G R A M F A C U LT Y : Geoffrey Parker

PROGR AM R ATING: | 4.5

One of the things that happens overnight is that brain cells that werent previously connected
connect up with each other, and that allows more creative thinking. There are a lot of famous stories
SLEEP COULD BE of people, just as they were falling asleep or just as they were waking up, having this moment of
THE RE AL SECRE T insight . . . something that youve been thinking about anyways. But its only when youre only in a
TO SUCCESS close sleep stage that you get a really good idea about it. Tara Swart on FastCompany.com
To read the full article, go to executive.mit.edu/Swart-Fast-Company

31 MIT Sloan Executive Education


Supply Chain Strategy Systematic Innovation
and Management of Products, Processes,
This course presents innovative and Services
strategies and best practices for
This program blends perspectives of
improving supply chain performance.
marketing, design, and engineering into
It introduces a unique MIT framework,
a systematic approach for delivering
using the concept of technology
innovation, and presents methods
clockspeed, for strategically managing
that can be immediately implemented.
supply chains. Participants learn to
Participants discuss the product
optimize supply chain performance
or service life cycle, from business
through supply chain integration,
strategy and technology roadmapping,
technology sourcing, make-buy
to customer and market analysis, to
decisions, strategic partnering and
implementation and pricing. The course M A N A G I N G P R O D U C T P L AT F O R M S :
outsourcing, and IT and decision-
addresses how to lead innovation DELIVERING VARIE T Y AND
support systems. They will address RE ALIZING SYNERGIES
processes in todays globally connected
the role of supply chain design
market and build business processes
in business strategy and how to
that create lasting value.
integrate supply chain design with Platforming can be a
product and process development. WHO SHOULD AT TE ND: people responsible valuable strategy when
W H O S H O U L D A T T E N D : senior managers
for creating and marketing new products, developing any type of
business processes, and services;
responsible for the general business
vice presidents of product and service product, however, may
and strategic management of product
supply and development; vice presidents
management, product planning; directors not always be applicable.
and directors of manufacturing, product
of technology, process engineering, This course was incredibly
product and service marketing
development, transportation, logistics,
and development, design, product clear and crisp when
inventory, and purchasing; general
managers; strategic planners; supply
engineering, process quality; managers differentiating between
chain managers; project managers
of engineering, development, innovation, products and platforms
and business development
strategy and when to
2 017
March 2122
2 016 apply. On a personal
November 1418
July 2526 level, it was invigorating
November 78 2 017 and challenged current
November 1317
2 PROGR A M DAYS / $ 3,500 knowledge and knowledge
PROGR A M FACULT Y: Thomas Roemer,
5 P R O G R A M D AY S / $ 8 , 9 0 0 learned through the class.
David Simchi-Levi Pierre Azoulay,
P R O G R A M F A C U LT Y :
I cannot recommend
PROGR AM R ATING: | 4.3
Steven Eppinger, Ray Reagans, this class enough for
Catherine Tucker those involved in the
PROGR AM R ATING: | 4.8 development and/or
management of product
or platform strategy.
Tigh Holmstrom
Director, IT
QRI International, LLC
U.S.

Overall:
Application:
Content:
Experience:

executive.mit.edu 32
KENDALL SQUARE
at the intersection of innovation and education

LOCATED ON THE BANKS of the Charles River in the heart of vibrant Kendall Square in Cambridge, Massachusetts,
MIT Sloan School of Management has much to offer its visitors. Surrounded by renowned global corporations like
Akamai Technologies, Amazon, Biogen Idec, Genzyme, Google, Microsoft, Novartis, and VMware, the area is the
location for numerous tech and biotech companies, as well as other innovative business ventures.

IN ADDITION to the MIT campus, Kendall Square includes world-class office and laboratory space, as well as
modern residential housing, an impressive array of restaurants, and retail shopping linked by two-and-a-half acres
of landscaped open space. A mecca of dynamic innovation, Kendall Square is home to the Entrepreneur Walk of
Fame, established by MIT to honor entrepreneurs who took a risk with an idea, launched it, and turned that idea
into a successful venture.

VISITORS WILL FIND the Massachusetts Bay Transportation Authority (MBTA, a.k.a. the T) subway nearby. It is a
quick ride across the river to Boston where visitors can enjoy a plethora of activities including world-class theater,
musical performances, museums, and historical sites such as the Boston Common and Faneuil Hall Marketplace.

L O OK IN G F OR A N E X E CU T I V E DE G R E E P ROG R A M AT MI T ?

MIT Sloan Fellows Program This full-time, year-long, immersive program enrolls approximately 120 mid-career
executives from more than two dozen nations. During this transformational year,
a global network of colleagues is built from for-profit and non-profit multinational
organizations, entrepreneurial endeavors, and governing bodies.
Learn more about the MIT Sloan Fellows Program at mitsloan.mit.edu/fellows
or call 617-253-8600

MIT Executive MBA This rigorous, 20-month executive schedule MBA builds on MIT Sloans history
of distinguished MBA programs and mid-career education. The classroom-based
program is designed for active business leaders, usually with a decade or more
of work experience, who seek to increase their capabilities and impact on their
organizations and the world.
Learn more about the MIT Executive MBA at emba.mit.edu or call 617-253-5033

33 MIT Sloan Executive Education


Kendall Square has been called the most innovative square mile on earth and with good
reason. Thanks in large part to the many biotech and tech firms that are anchored in
Cambridgeand in no small part, to MIT. Our cutting-edge programs, esteemed faculty,
and innovative leaders from a wide range of industries, countries, and functions who
attend our programs all contribute to this vibrant, forward-thinking environment.
Peter Hirst, Associate Dean, MIT Sloan Executive Education

executive.mit.edu 34
CUSTOM PROGRAMS

YOU ALREADY
HAVE A VISION
FOR WHATS NEXT.
OUR CUSTOM PROGRAMS WILL GET YOU THERE.

When your organization is at a critical juncture, you cant afford to leave


todays problems unsolved and tomorrows opportunities to chance.
Our custom programs are tailored to your organizations short- and long-
term goals. And to ensure that your team is prepared to drive innovation
effectively, whether youre launching a strategic initiative, expanding globally,
developing your technical leaders, or entering a new market.

To understand what makes our approach different, look no further than MITs
motto of Mens et Manus (mind and hand). Our custom offerings prioritize
the knowledge and tools that can be directly applied to your organizations
unique needs. Your team will learn from the world-renowned faculty of
MIT Sloan and MITthrough experiences that blend classroom, as well as
active, on-site learning. Our best result is your success in working through
complexity and identifying the opportunities of tomorrowway before your
competitors do.

T R A N S F O R M I N G O R G A N I Z AT I O N S
Custom programs can help your organization respond to technological disruption,
globalization, scientific discovery, digitization, and other environmental pressures.

D E V E L O P I N G L E A D E R S H I P C A PA B I L I T I E S
For roles that require a synthesis of technical and business acumen, custom
programs can focus on developing the rare and precious skills required of
tomorrows leaders.

L A U N C H I N G S T R AT E G I C I N I T I AT I V E S
Custom programs help executives deliver on strategic business goals in areas where
MIT is a thought leadersuch as innovation, sustainability, digitization, operational
excellence, safety, globalization, and customer-centricity.

35 MIT Sloan Executive Education


O U R FAC U LT Y: TA P P I N G
INTO THE MIT ECOSYSTEM

MIT Sloan faculty are recognized


for their forward-looking research
and have extensive experience
putting that research into
practice. They consult widely in
organizations and governments
on critical issues that require both
the latest thinking and in-depth
industry experience. Faculty bring
a tremendous amount of industry
experience gained in working with
THE CUSTOM PROGRAM EXPERIENCE firms around the world.
Organizations around the world partner with MIT Sloan to create
custom experiences that enable their executives to have a The expertise available to
organizations through MIT Sloan
substantive, transformational, and long-lasting impact on their
custom programs reaches beyond
business performance. They seek educational experiences that the business School to encompass
deliver results and real value over a multi-year horizon. the entire Institute. To meet the
goals of the custom program,
MIT Sloans custom programs are deeply integrated with a the worlds foremost experts
companys goals, values, technology, and people. Leveraging the in engineering, IT, biopharma,
greatest minds in business, we work side by side with clientsfrom manufacturing, banking, and
beginning to endto create learning experiences that produce the technology may be included on the
change they desire. team to teach courses and help
shape action strategies.

OUR ACTION-ORIENTED APPROACH:


LEARNING BY DOING
A new framework or strategy is only as good as its practical
application. MIT Sloan has long been a pioneer among business
schools when it comes to action learningcreating real-world
applications of classroom knowledge and providing iterative
processes for thinking, acting, and reflecting. Deep actionable
knowledge and decision-making skills develop when people have
the chance to apply classroom theory with real-world parameters.

So what does action learning really mean for your custom program?
TO INQUIRE ABOUT DE VELOPING A CUSTOM
n Accessto MIT Sloans world-renowned experts and exposure to the MIT
P R O G R A M F O R Y O U R O R G A N I Z A T I O N V I S I T:
ecosystem through meetings with companies that thrive within it
E X E C U T I V E . M I T. E D U/C U S T O M P R O G R A M S
n Action-learning
team projects that leverage cutting-edge research to OR CONTAC T THE CUS TOM PROGR AMS
address real company imperatives and result in recommendations for T E A M A T E X E C E D _ C U S T O M @ M I T. E D U
action
n Management flight simulationsinteractive, virtual worlds in which
executives explore and experiment with critical management issues
n Deep dive cases in which your organizations real data is developed
into company-specific cases and analyzed by participants

executive.mit.edu 36
CUSTOM PROGRAMS

COLLABORATE
WITH US
Companies turn to MIT Sloan for its innovative and
entrepreneurial culture, the rigor of its discipline-based
understanding of business, and because MIT is the place
V I R T U A L C A PA B I L I T I E S :
Cutting-Edge
where management, engineering, and science address
Distance Learning the imperatives and challenges faced by businesses
Designed specifically for today. In partnership with some of the worlds most
your organization, our digital
programs fit the way you influential organizations, we create programs that allow
learn and work in todays companies to drive revolutionary change, take advantage
economy. Take programs
where and how you wish of opportunities, and master their toughest challenges.
with a digital toolkit that
is composed of immersive
Programs may be one week, three months, or even several
platforms, virtual classrooms, years in durationwhatever is necessary to surpass
interactive simulations, and
shared online activities that challenges and create real-world results.
have the flexibility to meet
your organizational learning
effectively and efficiently.

START DESIGNING YOUR EXPERIENCE


GR APH I C FACI LI TAT I O N :
Concepts Worth MIT Sloan approaches each of our custom engagements as a
Capturing lasting, mutually productive relationship, not an isolated educational
Custom programs generate transaction. We look for companies that are interested in making
ideas and solutions worth fundamental, strategic changes in the way they do business. As a first
capturing. In many of these step, your top executives will meet with a team of MIT Sloans senior
programs, our graphic faculty to share your own imperatives, culture, and purpose. We will
facilitator records the
partner with your stakeholders to tailor a program that addresses the
concepts and content,
providing participants with key challenges youve defined. Programs may include multiple residential
powerful tools that aid in sessions, virtual sessions, and action-learning projects taking place over
decision making. the course of a few months or years.

Our experience has shown that a cadre of approximately 30 participants


provides optimal discussion and meaningful interactions among faculty
and participants. Programs frequently draw participants from around
the world who connectoften for the first timein the classroom and
then work virtually on company related team projects that translate
newly acquired frameworks into action strategies for your company. Over
the course of the custom program, participants from your company will
witness a dramatic evolution in their perspectives and their ability to
meet new challenges.

37 MIT Sloan Executive Education


C R E AT E M E A N I N G F U L C H A N G E :
OPEN ENROLLMENT OP TIONS

In addition to custom
programs, organizations can
send teams to any of our 40+
open enrollment courses.

TEAM DISCOUNTS
n Organizations sending three or
more participants to any of our
open enrollment programs are
eligible for a 15% discount. We
hope team discounts encourage
companies to send teams
of employees to a program
together, so they can develop a
common understanding of the
program concepts and apply
their learning with greater impact
in their organizations.
n Organizations sending more
than 15 individuals to any
number of our open enrollment
courses may qualify for
additionally discounted pricing.
Contact sloanexeced@mit.edu
to learn more.

MULTIPLE PROGRAM
REGISTRATION DISCOUNT
n Individuals registering at one time
for more than one program receive
15% off each additional program.
All program registrations must be
submitted via a single application
form. To learn more about multi-
registration discounts, visit
executive.mit.edu/multireg

executive.mit.edu 38
CUSTOM PROGRAMS SUCCESS STORIES

THE FUNG GROUP

The Hong Kong-based global


sourcing and purchasing
giant needed to establish
and reinforce a shared
business culture across
multinational operations.
MIT Sloan developed a
custom programheld
both on campus and in
Hong Kongthat gave
the companys senior
managers an opportunity to
collectively learn the tools
and principles necessary
to improve its strategy and
operation practices across
the enterprise. Chairman
Victor K. Fung (MIT SM 66)
believes that the ongoing,
large-scale custom executive
education program with MIT
Sloan is a cornerstone of the
organizations efforts to excel
as a learning organization.

39 MIT Sloan Executive Education


AKER SOLUTIONS

Aker Solutionsa Norway-based provider of oilfield


products, systems, and services worldwiderealized to
reach its ambitious growth targets it needed to strengthen
its leadership capacity. MIT Sloan created a collaborative
learning environment for participants to develop new
perspectives through a combination of teaching sessions,
group discussions, and visits to innovative companies in
the MIT ecosystem. As a result, Aker Solutions reports
significant improvements in alignment and collaboration
among its many business areas and units, as well as a
broadening of managers perspectives with an increased
confidence to lead more complex projects.

COMMONWEALTH BANK OF AUSTRALIA (CBA)

CBA embarked on an unprecedented technology


transformation to turn its IT capabilities
from a cost center to a profit generator. The
challenge was to create a series of programs
that would enable collaboration among CBAs
senior IT managers, technology vendors,
and banking executives. The solution was to
apply principles of enterprise architecture
and IT governance, change management, and
demand-side marketing to CBAs business goals.
Inspired by the engagement with MIT Sloan,
CBA established a culture of innovation that
contributes to its development into one of the
worlds top ten banks.

To read more about our custom programs, visit executive.mit.edu/customprograms/successstories executive.mit.edu 40


ATTEND OUR COURSES FROM VIRTUALLY ANYWHERE
At MIT Sloan, we invent the future. Our next-generation campus has expanded online and
distance-learning opportunities to address the evolving demands of executives. These dynamic
digital programs move online learning beyond a one-size-fits-all model to a scalable, collaborative,
interactive experience that leverages simple-to-use, cutting-edge technology.

Our goal? To provide an unconventional virtual encounter that far surpasses traditional
online education.

Designed specifically to fit the way executives learn and work today, our digital programs and virtual
classrooms let participants interact in real time with peers and faculty through avatars. The avatars
can nod, wave, and jump up and down. Recently, weve begun to experiment with robots in the
classroom, enabling participants to attend remotely, join in group activities, network with peers, and
participate in conversations.

CURRENT ONLINE PROGRAMS:

Intelligent Organizations 4Dx (live online) Pricing 4Dx (live online)


2017 TBD November 29 December 14, 2016
page 16 April 25 May 10, 2017
page 26

Investment Management Theory and Practice: A CIMA Platform Revolution: Making Networked Markets
Certification Registered Education Program (online) Work for You (online)
2017 TBD November 728, 2016
page 16 2017 TBD
page 31

41 MIT Sloan Executive Education


WHATS NEW
Discover the latest
RESOURCES THAT WORK FOR YOU cutting-edge on campus
or online courses at:
At MIT Sloan Executive Education, we offer more than a executive.mit.edu/new
portfolio of groundbreaking programs. We provide an
opportunity to help you expand your learning, stay informed
about key issues, and connect with dynamic global leaders.
Here are some of the resources available: SOCIAL MEDIA
Network with global leaders,
join discussions with peers,
and connect with the MIT Sloan
WATCH WEBINARS LED BY community through our social
WORLD-RENOWNED FACULTY media channels: LinkedIn,
Thousands of executives from around the world have Facebook, Twitter,
YouTube, Google+
registered for the MIT Sloan Executive Education
innovation@ work Webinar Series. Check out our archive
TM

SIGN UP FOR
of recorded webinars on a variety of cutting-edge topics, OUR ENEWSLETTER
including how the worlds most successful organizations
stay on top, where innovative ideas come from, why good Find out about programs,
jobs are good for business, and the hallmarks of game- innovative research, and cutting-
edge business strategies:
changing talent strategy. executive.mit.edu/connect-with-us
Watch at executive.mit.edu/webinars

READ WHATS TRENDING ON OUR BLOG


Each week, MIT Sloan Executive Educations FAQ
innovation@ work Blog shares timely posts covering
TM

hot business topics, faculty research and news, world For answers about our
events, and participant insights. Recent posts include Open Enrollment courses,
online programs, and
commentary on innovation at Tesla, the pros and pitfalls Executive Certificates:
of product platforming, the implications of wearable executive.mit.edu/faq
technology, and social perception in the workplace, as
well as interviews with recent program participants.
Visit us at executive.mit.edu/blog

CREATE OR LOG IN TO
YOUR ACCOUNT
to check your certificate
status, write reviews,
and apply to programs:
executive.mit.edu/login

RATINGS AND REVIEWS TO HELP YOU CHOOSE


Today, MIT Sloan Executive Education is the only top business school that offers unedited user ratings and
reviews. Participants reflect on what theyve learned and how theyre applying this knowledge at work. They
honestly share their experiences so that you can reap the benefits of unfiltered feedback, as well as first-hand
accounts written by executives like yourself, and make a confident decision about which courses are right for
you. Visit the site and see for yourselfand access the reviews, which are found on each program webpage.

executive.mit.edu 42
EXECUTIVE.MIT.EDU

Massachusetts Institute of Technology


MIT Sloan School of Management
Office of Executive Education
One Charles Park, 4th Floor
EE20
Cambridge, MA 02142 U.S.
30%

PHONE: +1 617-253-7166
F A X : +1 617-253-6773
E M A I L : sloanexeced@mit.edu

MITEXECEDPG1116
2 01 6 2 017
M I T S L O A N E X E C U T I V E E D U C AT I O N P R O G R A M C A L E N D A R NOV DEC JAN FEB MAR APR M AY JUN JUL AUG SEP OCT NOV

Advanced Management Program (AMP) 3030


Applied Neuroscience: Unleashing Brain Power for You and Your People 2122 34
Business Dynamics: MITs Approach to Diagnosing and Solving Complex Business Problems 1923
Communication and Persuasion in the Digital Age 910 1516 1011
Creating High Velocity Organizations 2829 2728 1617
Entrepreneurship Development Program 2227
Executive Program in General Management (EPGM) November 22, 2016 August 25, 2017
Fundamentals of Finance for the Technical Executive 2021 56
Global Executive Academy (multi-language) 1120
Greater Boston Executive Program March 6 May 1
Intelligent Organizations 4Dx (live online) 2017 TBD
Investment Management Theory and Practice: A CIMA Certification Registered Program (online) 2017 TBD
Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making 810 24
Leading Change in Complex Organizations 1419
Leading People at Work: Strategies for Talent Analytics NEW p. 17 1112 1819
MANAGEMENT & LE ADERSHIP

Managing Technical Professionals and Organizations 1415 2930 1011


Maximizing Your Personal Productivity: How to Become an Efficient and Effective Executive 1314 56
MIT Regional Entrepreneurship Acceleration Program (REAP) October 2016 2018 October 2017 October 2019
Negotiation for Executives 45 2223 1213
Neuroscience for Leadership 1617 2829
Sports Analytics Management NEW p. 20 67 1819
Transforming Your Leadership Strategy 2324 2627
Understanding and Solving Complex Business Problems 78 1314 34
Building Game-Changing Organizations: Aligning Purpose, Performance, and People 34 2021 2021 1011
Building, Leading, and Sustaining the Innovative Organization 67 1516 1213
Closing the Gap Between Strategy and Execution 2017 TBD
Developing and Managing a Successful Technology Strategy 12 2829 2223 2324
Digital Marketing and Social Media Analytics 1314 2930 1617
Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain 263 2429
Innovation Ecosystems for Corporate Leaders: 3031 2728 78
Strategic Approaches to Engagement for Sustainable Competitive Advantage NEW p. 24
The Innovators DNA: Mastering Five Skills for Disruptive Innovation 1415 3031 56 1415
Leadership by Design: Innovation Process and Culture 2728 910
S TR ATEGY & INNOVATION

Marketing Innovation 1617 1112 23


Platform Strategy: Building and Thriving in a Vibrant Ecosystem 1314 1516 2526
Pricing 4Dx (live online) 2914 2510
Revitalizing Your Digital Business Model 1112 1617
Strategies for Sustainable Business 2224 1820
Strategy in a Global World 1314 1617
Understanding Global Markets: Macroeconomics for Executives 1315 79 301
Developing a Leading Edge Operations Strategy 2324 2728 910
Essential IT for Non-IT Executives 3031 2526
Implementing Improvement Strategies: Dynamic Work Design 1415 2021 311
Implementing Industry 4.0: Leading Change in Manufacturing and Operations NEW p. 30 45 1112 78
OPER ATIONS, & VALUE
CHAIN MANAGEMENT

Managing Complex Technical Projects 1819 2324


Managing Product Platforms: Delivering Variety and Realizing Synergies 2829 1314 2324
T E C H N O L O G Y,

Platform Revolution: Making Networked Markets Work for You (online) 728
Strategic Cost Analysis for Managers 1617 23
Supply Chain Strategy and Management 2122 2526 78
Systematic Innovation of Products, Processes, and Services 1418 1317

ALL PROGR AM DATES AND FACULT Y ARE VALID AS OF SEP TEMBER 2016 AND SUBJECT TO CHANGE. PLE ASE VISIT E XECUTIVE.MIT.EDU FOR THE MOST CURRENT INFORMATION.