Mit Sloan Executive Education 2018 Program Guide

PROGRAM GUIDE
September 2017 – December 2018
INVENT THE FUTURE.

START WITH YOURS.
EXECUTIVE CERTIFICATES p. 11–12

Advanced Certificate for Executives in Management, Innovation, and Technology
Management and Leadership
Strategy and Innovation
Technology, Operations, and Value Chain Management
NEW PROGRAMS: IN PERSON

Analytics Management: Business Lessons from the Sports Data Revolution p. 13
Leading People at Work: Strategies for Talent Analytics p. 17
ELLE International Fashion and Luxury Management Program p. 20
Implementing Enterprise-Wide Transformation p. 23
Innovation Ecosystems: A New Approach to Accelerating Corporate Innovation and Entrepreneurship p. 23
The Good Jobs Strategy: Delivering Superior Value to Customers, Shareholders, and Employees p. 29
Implementing Industry 4.0: Leading Change in Manufacturing and Operations p. 29
NEW PROGRAMS: ONLINE

Internet of Things: Business Implications and Opportunities p. 16
Business Process Design for Strategic Management p. 28
CUSTOM PROGRAMS p. 35
PROGRAM CALENDAR p. 43
executive.mit.edu
MIT is the leading
research university in
the U.S. and routinely
leads all universities in
patents granted
Living MIT alumni generating

have launched creating roughly
30,000+ 4.6 $1.9
active million trillion in annual
companies... jobs... revenue.*
87
MIT has been home to 87
Nobel laureates who span
nearly all prize categories from
physics to medicine to peace
MAKE YOUR
IDEAS MATTER
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 INNOVATION —as 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.
*According to the “Entrepreneurship and Innovation at MIT: Continuing Global Growth and Impact” study
1 MIT Sloan Executive Education

FROM PETER HIRST
At MIT Sloan Executive Education, we strive to be at the

forefront of management ideas and practice, providing
executives with cutting-edge tools necessary to lead,
innovate, and disrupt. We’re not only helping to shape
the way business is conducted, but also the way in
which these management practices are taught—from
hands-on learning experiences in the classroom and
management flight simulators to avatar-led virtual
classrooms and distance-learning robots. Our goal?
To maximize the impact executives can make in their
companies, their communities, and the world.
We are, above all, privileged to welcome into our

programs these talented leaders who desire to make
such an impact. Their insights, drive, and willingness
to share their successes—as well as their failures—are
critical to making our programs relevant and valuable.
With this new program guide, we are eager to share our

latest offerings. We hope that within our diverse mix of
courses, executive certificates, custom programs, and
virtual learning opportunities our customers will find
solutions to their toughest business challenges—and the
sparks that ignite great business ideas and innovations.
Sincerely,
Associate Dean, Executive Education
executive.mit.edu 2
FIND YOUR PROGR A M Covers topic in depth – highly relevant
Covers topic partially – somewhat relevant
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 relevant
nt
me
CS l
na
ge
PI p ita g e
Ma t
an
T0PICS
TO t
nt
Ca
Ch & en
en & nt nt em
cs em e me er
ty
le
&
me me g ag
ti ip g
ag p op e p n
al y rsh na n P ro ov elo k in Ma
n eu a an t io l gP
e
ns pr v in gy
E XEC UTIVE sA en lM lM za on tua sh
ip g
t io Im De Th
es pr ci a ra a li ati ec er gin t in ra ss ct gy ms olo
C ERTIFIC ATE s in t re an ne ob ov e ll ad na r ke pe ce du ate s te c hn
TR AC K PAGE PROGR A M NA ME Bu En F in Ge Gl I nn Int Le Ma Ma O P ro P ro S tr Sy Te
12 Advanced Management Program (AMP) l l l l

13 Analytics Management: Business Lessons from the Sports Data Revolution NEW l l l l
13 Applied Neuroscience: Unleashing Brain Power for You and Your People l l
13 Business Dynamics: MIT’s Approach to Diagnosing and Solving Complex Business Problems l l l
14 Communication and Persuasion in the Digital Age l
14 Creating High Velocity Organizations l
15 Entrepreneurship Development Program 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
16 Greater Boston Executive Program l l l
16 Internet of Things: Business Implications and Opportunities (self-paced online) NEW l l l l
17 Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making l l
Leading Change in Complex Organizations l l l
M ANAGEMENT & LEADERSHIP
17
17 Leading People at Work: Strategies for Talent Analytics NEW l l l

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 Negotiation for Executives l
19 Neuroscience for Leadership l l
19 Transforming Your Leadership Strategy l l l
20 Understanding and Solving Complex Business Problems l
21 Building Game-Changing Organizations: Aligning Purpose, Performance, and People l l l l
21 Building, Leading, and Sustaining the Innovative Organization l l l l
21 Closing the Gap Between Strategy and Execution l l
22 Developing and Managing a Successful Technology Strategy l l l l l
22 Digital Marketing and Social Media Analytics l l l
23 Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain l l l l
23 Implementing Enterprise-Wide Transformation NEW l l l l l
23 Innovation Ecosystems: A New Approach to Accelerating Corporate Innovation and Entrepreneurship NEW l l l
24 The Innovator’s DNA: Mastering Five Skills for Disruptive Innovation l l
24 Leadership by Design: Innovation Process and Culture l l
STR ATEGY & INNOVATION
25 Marketing Innovation l
25 Platform Strategy: Building and Thriving in a Vibrant Ecosystem l l
25 Pricing 4Dx (live online) l l l l
26 Revitalizing Your Digital Business Model l l
26 Strategies for Sustainable Business l l l
27 Strategy in a Global World l l
27 Understanding Global Markets: Macroeconomics for Executives l
28 Business Process Design for Strategic Management (self-paced online) NEW l l
28 Developing a Leading Edge Operations Strategy l l
28 Essential IT for Non-IT Executives l
l l
OPER ATIONS, & VALUE C HAIN
29 The Good Jobs Strategy: Delivering Superior Value to Customers, Shareholders, and Employees NEW
29 Implementing Improvement Strategies: Dynamic Work Design l l

29 Implementing Industry 4.0: Leading Change in Manufacturing and Operations NEW l l l l l
30 Managing Complex Technical Projects l
M ANAGEMENT
TEC HNOLOGY,
30 Managing Product Platforms: Delivering Variety and Realizing Synergies l l l

31 Strategic Cost Analysis for Managers l
31 Supply Chain Strategy and Management l l
31 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 Sloan’s
contributions have been nothing
short of groundbreaking and
continue to define management
education across the globe. The
School’s 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.

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 across the globe.
Innovations in Executive Education
ELLE International Telepresence in Reviews and Global Executive

Fashion and Luxury the Classroom — Ratings — Academy —
Management robots enable the only top business a dynamic program that is
participants with distance school to offer unedited delivered “United Nations”
Program — and mobility challenges accounts of firsthand style—with simultaneous
the first executive education to fully experience experiences written and translation in multiple
program to help leaders courses, group activities, submitted by program languages—bringing MIT
drive strategic innovation and networking participants content to the non-English
across the fashion and speaking world
luxury industry See page 41 for more information
See page 15 for more information
executive.mit.edu 6
DISCOVER WHO TAKES EXECUTIVE EDUCATION COURSES AT MIT SLOAN
Here’s a look at some of the executives you’ll meet and network with in our
open enrollment and executive certificate programs.
3% INNOVATION
5% ENGINEERING
6% CONSULTING 3% PROJECT MANAGEMENT
5% FINANCE / ACCOUNTING 1% LEGAL / REGULATORY AFFAIRS
10%
14%
OTHER
JOB FUNCTION
TECHNOLOGY / IT
4% MARKETING / COMMUNICATIONS
6% STRATEGY / PLANNING
3% PRODUCT DESIGN & DEVELOPMENT
13% GENERAL MANAGEMENT
5% RESEARCH & DEVELOPMENT 2% ACADEMIA / TEACHING
8% BUSINESS DEVELOPMENT / SALES

3% SUPPLY CHAIN / SOURCING / LOGISTICS
5% ADMINISTRATION / HR 1% NEW VENTURES
3% MANUFACTURING / OPERATIONS
14% 14% 14%
INFORMATION/COMPUTER-RELATED SERVICES
ENGINEERING/TECHNICAL SERVICES
9%
INDUSTRY
PHARMACEUTICALS/CHEMICALS
MANUFACTURING - NON TECH
BANKING/FINANCIAL SERVICES
CONSTRUCTION/REAL ESTATE
7% 7% 7%
MANUFACTURING - TECH
PROFESSIONAL SERVICES
6%
HEALTHCARE/HOSPITALS
GOVERNMENT/MILITARY
NATURAL RESOURCES
5% 5%
WHOLESALE/RETAIL
3% 3%
NON-PROFIT
EDUCATION
2% 2% 2%
OTHER
14%
63% EUROPE
NORTH
AMERICA 8%
4% ASIA
GEOGRAPHY MIDDLE
EAST
3%
7% AFRICA
SOUTH
AMERICA 1%
AUSTRALIA / NEW ZEALAND

INVENT THE WAY FORWARD
As an executive, you need to be on top of your game and ahead of the crowd. Way ahead. Whether you’re
deeply involved in running a business, pivoting into a management position, or faced with tough competitors,
you’re not about to shy away from challenges. You need to outsmart time, outsmart change, and outsmart
convention. We get it. And that’s exactly what we’ve 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 that—reinvent your organization, yourself, and, ultimately, your future.
Open Enrollment Programs: Executive Certificates: Online Options:

KNOWLEDGE MANAGERS CAN USE, IMMEDIATELY COMMITTED TO CONTINUOUS LEARNING MAKING VIRTUAL A REALITY
Our 40+ short courses distill key areas of At MIT Sloan, wide and deep aren’t Our online courses and virtual
leadership theory into practical tools that you can mutually exclusive. Our three topical classrooms make it possible to
apply to your immediate business challenges—or tracks offer access to broad and immerse yourself in cutting-edge
use to uncover the opportunities that haven’t been specialized coursework for a truly content from the convenience of your
identified yet. Our long tradition of merging theory customized experience. Pursuing an home or office. These include self-
with practice is the competitive advantage upon Executive Certificate allows you to paced programs that can be viewed
which MIT was built, and is the very foundation embrace continuous advanced learning on your own schedule as well as live,
on which it continues to grow. As a business that will further your business knowledge virtual courses that enable real-time
professional, we know you come to MIT Sloan and skills on a convenient, flexible interaction among faculty and global
from around the world to prepare for new roles, schedule of your own design. participants through avatars and
gain critical and timely business insights, and learn executive.mit.edu/executivecertificates other advanced technology.
about cutting-edge methods and frameworks. executive.mit.edu/article/online-programs
executive.mit.edu/openenrollment
2015
2014
2014
2013
2013
2011
20 06
1990
1953
1931
1914
MIT Sloan
School of
Management
is founded The world’s The Advanced
first university- Management
Global Program
based MIT Sloan Executive The first (AMP) is The
executive offers shorter MIT Sloan Academy virtual initiated curriculum
education executive Executive MIT Sloan
(GEA) brings online expands
program, courses to Certificates Advanced The first
MIT content program to include
which later the business are offered Certificate participant
The MIT to the takes place more than
grew into the community for Executives to attend a
Entrepreneurship non-English 40 short
Sloan Fellows so they can (ACE) is classroom
Center, now speaking courses
program, is benefit from introduced virtually
the Martin Trust world
created the latest
research and Center for MIT
insights Entrepreneurship,
is founded—
from which the
Entrepreneurship
Development
Program evolved Visit our website for more details
on short courses, executive
certificates, and custom
programs: executive.mit.edu
Enroll in our upcoming courses

via our secure online application
All of our programs are taught by respected MIT Sloan faculty who form: executive.mit.edu/enroll
challenge traditional thinking and approach problems from refreshing Multi-registration discounts
perspectives. Each of our course options reflect MIT Sloan’s core mission— are available for individual
TO DEVELOP PRINCIPLED, INNOVATIVE participants and teams from the
same organization. Visit:
LEADERS AND TO GENERATE IDEAS THAT executive.mit.edu/multireg
ADVANCE MANAGEMENT PRACTICE.
executive.mit.edu 8
BIG IDEAS
IN PRACTICE
OUR FACULTY REDEFINE BUSINESS INTELLIGENCE
Across MIT, some of the world’s 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
experts—as well as among them—in 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 M ALONE
Developed the 4 Capabilities Leadership Framework (FCF)
W A N D A O R L I KO W S K I
PETER SENGE
JOHN STERMAN A legend in the field of system dynamics who pioneered

the development of “management flight simulators” of
corporate and economic systems
E R IC VON HIPPE L Known for his research on how lead users of products often
drive the innovations of these successful new products
STEVEN 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.

FA C U LT Y S P O T L I G H T
Bill Aulet
Professor of the Practice, Managing Director of the Martin (1958) Trust Center for MIT Entrepreneurship
“EDP is a transformational ‘once-in-a-lifetime’ program. The

curriculum, the faculty, and the team are great … but what makes it
exceptionally outstanding is Bill Aulet himself. I have never seen such
a level of energy, intellectual capability, delivery skills, experience, and
humor as much as those that Bill possesses. Bill is as GREAT as MIT!”
Dr. Dani Abu Ghaida, Founder and Managing Director, WhyApp Company Limited
Past participant in the Entrepreneurship Development Program (EDP), p. 15
Roberto Rigobon
Society of Sloan Fellows Professor of Management, Professor of Applied Economics
“This program is miles ahead of any courses I have attended.

Professor Rigobon’s teaching methods are refreshing, innovative,
fun, and ensure complete understanding. I would highly recommend
it to anyone who wants to understand macroeconomics.”
Khalid Mukhtar, Director & Co-founder, Sectech Limited
Past participant in Understanding Global Markets: Macroeconomics for Executives, p. 27
John Sterman
Jay W. Forrester Professor of Management, Professor of System Dynamics and Engineering Systems,
Director of MIT System Dynamics Group
“John Sterman is a wonderful professor and creates an excellent

learning environment. The content was very good and I learned
some tools that I will be able to use in my organization.”
Blair Northcott, CPA, CA, CPA (Illinois), Partner, Grant Thornton, LLP
Past participant in Understanding and Solving Complex Business Problems, p. 20
Catherine Tucker
The Sloan Distinguished Professor of Management, Professor of Marketing
“Brilliant! This course was absolutely fantastic. Catherine

was engaging, informative, and challenged you to think
in different ways. I’m eager to apply what I learned to my
business.”
Ron R. Browning, CEO, Intellibright
Past participant in Marketing Innovation, p. 25
To meet all the MIT Sloan Executive Education faculty, visit executive.mit.edu/faculty executive.mit.edu 10
EXECUTIVE CERTIFICATES C O N S I D E R T H E VA L U E O F A N E X E C U T I V E C E R T I F I C AT E
In the pursuit of advanced learning, executives must consider the ROI—return on impact—or what they’ll 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 programs—with at least three of the four coming from their chosen certificate track—within
a four-year period. (Although select online programs can be used toward an Executive Certificate, at least one program must
be attended in person.) 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.
IT’S AS EASY Select your Choose your track: Management and Leadership; Pick 4 courses with
A S 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
C E R T I F I C AT E T R A C K S
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
management and leadership skills to become management methods and practices to today’s business environment that many
confident, visionary leaders who are prepared that address critical business issues in people underestimate their impact and the
to tackle challenging issues in a dynamic, innovation. Participants in this track will unexpected ways technology may be used.
complex environment. The curriculum focuses examine cutting-edge strategic approaches Programs in this track offer nontechnical
on core business competencies including and tools for managing products, executives and tech-savvy managers an
marketing, finance, negotiations, change technology, and an innovative company opportunity to discover how to recognize,
management, and systems thinking, offering culture—as well as how to incorporate manage, and profit from the significant ways
cutting-edge solutions to problems that forward-looking digital strategies to in which rapidly evolving technology and
executives face every day. enhance organizational success. global networks transform an organization.
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 n Managing Product Platforms: Delivering Variety
Become an Efficient and Effective Executive Digital Age and Realizing Synergies
n Negotiation for Executives n Building, Leading, and Sustaining the n Managing Technical Professionals
Innovative Organization and Organizations
The cost of an Executive Certificate depends on the specific courses selected.

S E E M O R E S A M P L E C E R T I F I C AT E I N O N E S H O R T V I S I T P L A N S : executive.mit.edu/certsamples
SUN MON TUE WED THU FRI SAT
9 10 11 12 13 14 15
Leading People At Work: Strategi ... Closing the Gap Between Strategy ...
Implementing Industry 4.0: Leadi ... Managing Product Platforms: Deli ...
Global Executive Academy (multi-language) ...

Marketing Innovation Understanding and Solving Comple ... 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
Cambridge, MA, unless otherwise
Global Executive Academy (multi-language) ...
noted. Overall Program Ratings
Managing Complex Technical Proj ... Implementing Improvement Strateg ... are accurate as of July 2017. Please
visit executive.mit.edu for the most
current information.

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
n An MIT Sloan email-forwarding-for-life address (ACE Only)
MIT Sloan Advanced
n Inclusion in the MIT Sloan alumni directory (ACE Only)
Management Program (AMP)
n Subscription to the MIT Sloan alumni newsletter (ACE Only)
n A verified digital Smart Certificate™ Designed to fit the time constraints of
seasoned, mid-career executives, this five-
week program is geared for a diverse group
seeking a transformative learning experience
ADVANCED CERTIFICATE FOR EXECUTIVES among global peers. Participants will
IN MANAGEMENT, INNOVATION, AND engage in custom learning components led
TECHNOLOGY (ACE) by MIT’s world-renowned faculty, exploring
the companies, labs, and centers that make
ACE is designed for executives from any industry or level of MIT and Kendall Square the epicenter of
responsibility who see the value of staying current with the latest innovation worldwide. They will leave with
thought leadership, management insights, and business expertise actionable plans for managing complex
provided by the MIT Sloan School of Management. ACE is not a organizations in volatile, uncertain markets—
single program with a single group of participants. ACE participants as well as a new leadership vision, new
can choose the classes that best suit their interests and schedules skills, and a readiness to make a broader
and can start earning an ACE as soon as they enroll in a program. impact in their organizations and the world.
The AMP program allows executives to earn

T O Q U A L I F Y ACE is a special Executive Certificate for participants who attend the 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
SAMPLE ACE PLAN progressed their companies and careers.
2 program days each unless noted
2 018
n Understanding and Solving Complex Business Problems
n Maximizing Your Personal Productivity: How to Become an Efficient
May 29 – June 29
and Effective Executive
2 5 P R O G R A M D AY S
n Communication and Persuasion in the Digital Age
Limited to 35 participants
n Building, Leading, and Sustaining the Innovative Organization
n Digital Marketing and Social Media Analytics Bill Aulet, Pierre Azoulay,
P R O G R A M F A C U LT Y:
n Strategies for Sustainable Business (3 program days) Phil Budden, Vladimir Bulovic, Court
n Managing Complex Technical Projects Chilton, Jake Cohen, Joseph Coughlin,
n Essential IT for Non-IT Executives Jared Curhan, Steven Eppinger, Roberto
n Implementing Improvement Strategies: Dynamic Work Design Fernandez, Elsbeth Johnson, Charles Kane,
n Marketing Innovation Matthew Kressy, Doug Ready, Nelson
n Supply Chain Strategy and Management Repenning, Roberto Rigobon, Jeanne Ross,
n Developing a Leading Edge Operations Strategy
Ben Shields, Catherine Tucker,
Ezra Zuckerman
SEE MORE SA MPLE AC E PL ANS: executive.mit.edu/aceinonevisit P R O G R A M R AT I N G : | 4.8
AMP Class of 2017
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.
Analytics Management: Applied Neuroscience: Business Dynamics: MIT’s

Business Lessons from the Unleashing Brain Power for Approach to Diagnosing
Sports Data Revolution NEW You and Your People and Solving Complex
While the sports industry is an analytics This experiential course helps leaders
Business Problems
pioneer, data-driven decision making motivate and inspire in ways that This course provides a hands-on
has become essential to business catalyze innovation and increase introduction to system dynamics, a
success in nearly every industry. This business success. Through a balance unique framework for understanding and
program will guide executives through of theory and application, participants managing complex organizations. The
strategic thinking necessary to develop, study the latest neuroscience research field of system dynamics and the systems
refine, and implement an analytics and how it can inform management thinking technologies that underlie this
program for their organization. practice. Participants will learn about the course were invented and developed
Participants will learn the keys to impact of gender and cultural diversity at MIT. Participants are introduced
building and organizing an analytics on confidence, cognitive decision- to mapping techniques, simulation
team that delivers insights to all parts of making systems, and keys for embedding models, and MIT’s “management flight
an organization, as well as a framework a culture of learning at an organization. simulators” to help them understand
for developing an analytics strategy that the sources of persistent problems and
includes problem definition and data senior-level
W H O S H O U L D AT T E N D :
how business decisions may result in
collection, data warehousing, analysis, leaders who want to gain deeper
complicated cause-and-effect loops.
and decision making. In addition, the understanding of how the brain
course will explain how organizations works and apply that knowledge in CEOs; CIOs; vice
can use analytics to drive additional the workplace for greater impact; presidents of innovation, performance
revenue and operate more efficiently. executives working in large, complex management, and global network
organizations seeking new ways to services; directors of forecasting,
sports executives;
W H O S H O U L D AT T E N D : influence and mobilize people and process management and engineering,
non-sports executives; executives seeking drive organization-wide change strategic and corporate planning, and
to refine and implement an analytics enterprise risk management; managers
strategy for their organization; executives 2 017
of IT strategy and corporate planning;
transitioning to a leadership role that October 3–4
planners; strategists; consultants who
involves analytics work with management teams and have
2 018
2 017 March 27–28 decision-making responsibility
October 18–19 October 23–24 2 018
2 018 2 P R O G R A M D AY S / $ 3 ,9 0 0
June 18–22
April 12–13
5 P R O G R A M D AY S / $ 9, 4 0 0
October 3–4 P R O G R A M F A C U LT Y: Tara Swart
P R O G R A M F A C U LT Y: Nelson Repenning,
2 P R O G R A M D AY S / $ 3 ,9 0 0 P R O G R A M R AT I N G : | 3.7
John Sterman
P R O G R A M F A C U LT Y: Ben Shields
P R O G R A M R AT I N G : | 4.7
New program.
P R O G R A M R AT I N G :
Rating not yet available.
“The CEO’s dilemma is really every leader’s dilemma. All leadership roles are subject to
LEADERS NEED TO FIX the isolating bubble fueled by position and power. … Change your habits now to fix that.
OLD HABITS AND REFRAME Reframe your old questions into new ones, and by the time you make it to the CEO’s office,
you might face no dilemma at all.” — Hal Gregersen in Harvard Business Review
OLD QUESTIONS
To read the full article, go to executive.mit.edu/gregersen-ceo-bubble

Communication and Creating High Velocity
Persuasion in the Organizations
Digital Age This course helps participants think
The rapid proliferation of digital and behave like innovators when the
media creates new challenges traditional decision-based leadership
and opportunities for managers to formula doesn’t apply. The program
communicate effectively with diverse introduces four fundamental principles
audiences in a variety of settings. This by which accelerated performance is
program is designed to help executives achieved: smart work design, creative
become successful communicators in problem solving, continuous knowledge EXECUTIVE CERTIFICATE IN
any context—from public speeches, sharing, and systemic nurturing of MANAGEMENT AND LEADERSHIP
interpersonal meetings, and group discovery skills. Program materials
discussions to video conferencing, email, and in-class exercises demonstrate
and social media. The faculty draw on those principles in practice, allowing “A truly immersive
decades of advanced communication participants to test how they can be
applied to their own work. experience that
research to help participants solve
problems, make quality decisions, and delivers on its promise
W H O S H O U L D AT T E N D : managers
motivate people.
with responsibility for core products, to teach, challenge,
people in
services, or mission-critical processes; and engage in ways
sales and marketing, planning experts on process excellence; senior
corporate executives; entrepreneurs in that produce real
and development, operations
management, strategic partnerships, any industry, or new and emerging fields. development in your
For the highest impact we recommend
supply-chain agreements, recruitment
participants attend in groups.
capacity and capability
and human resources
as a leader and
2 017
2 017
October 16–17 practitioner.”
October 10–11
2 018
2 018 TOM CAHILL
March 20–21
April 10–11
July 10–11 Senior Director of Global
June 14–15 Compensation and Equity,
September 27–28
October 16–17
Alexion Pharmaceuticals,
2 P R O G R A M D AY S / $ 3 , 5 0 0
2 P R O G R A M D AY S / $ 3 , 7 0 0 U.S.
P R O G R A M F A C U LT Y: Roberto Fernandez, Executive Certificate in Management
P R O G R A M F A C U LT Y: Edward Schiappa,
Steve Spear and Leadership Holder
Ben Shields
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 July 2017. Please visit executive.mit.edu for the most current information. executive.mit.edu 14
Entrepreneurship Fundamentals of Finance Global Executive Academy

Development Program for the Technical Executive (multi-language)
Drawing from the vast culture of Today’s technical executives must This transformative management and
innovation and entrepreneurship at be able to use finance to persuade leadership program is designed to fit
MIT, this course introduces participants corporate officers to fund projects, the time and language constraints of
to MIT’s entrepreneurial education and use financial tools to address experienced global executives from
programs, technology transfer system, senior management’s concerns about diverse industries and countries. The
and global entrepreneurial network. The risk. With a focus on basic financial program was recently redesigned to
program covers the venture creation principles for project evaluation, funding, include a wider variety of management
process, from generating ideas to and resource allocation, this course is topics such as strategy, innovation,
building viable global businesses, designed to provide senior technical systems thinking, marketing (branding),
with an emphasis on the nurturing managers with the concepts, strategies, communications, negotiations, and
roles of corporations, universities, and tools needed to deal effectively finance. Taught by world-renowned
governments, and foundations. It helps with corporate finance and senior MIT Sloan faculty, it offers translation
entrepreneurs and executives involved management. Participants learn how to and simultaneous interpretation into
in entrepreneurial environments learn apply a financial perspective to day- Mandarin, Portuguese, and Spanish.*
what is needed to develop ideas into to-day management practices and the Upon completing the program,
successful businesses, and how to principles of finance to achieve short- participants earn an Executive Certificate
increase entrepreneurial opportunities in term and long-range goals. in Management and Leadership.
corporations, institutions, and regions. *Provided there are a minimum of 10
senior
participants per language. Languages
W H O S H O U L D AT T E N D : CEOs; CTOs; technical managers; CIOs; chief
will be confirmed by May 10, 2018.
vice presidents; managing directors; technologists; head scientists; research
managers of business development, and development and product
CIOs; chief
research and development, and development directors; engineering and
technologists; corporate strategists and
technology; successful and aspiring manufacturing vice presidents; corporate
planners; senior executives in research
entrepreneurs/intrapreneurs; corporate strategists; project managers; systems
and development, engineering, and
venturing officers; academics; regional information managers
manufacturing; vice presidents of
development officers
marketing, product development, human
2 017
resources, and business development;
2 018 October 5–6
head scientists; managers
January 28 – February 2
2 018
2 018
5 P R O G R A M D AY S / $11, 4 0 0 June 12–13
July 10–19
September 25–26
William Aulet,
8 P R O G R A M D AY S / $15 , 3 0 0
Christian Catalini, Matt Marx, Antoinette 2 P R O G R A M D AY S / $ 3 , 5 0 0
Schoar, Scott Stern, Catherine Tucker Registration deadline is June 9, 2018
P R O G R A M F A C U LT Y: Paul Mende
Jake Cohen,
P R O G R A M R AT I N G : | 4.4 Jared Curhan, Roberto Fernandez,
Kristin Forbes, Daena Giardella, Ralph
Katz, Wanda Orlikowski, Jay Paap, Rob
Salafia, Ben Shields, Steve Spear
“ Doing things the way they’ve always been done at a time of such uncertainty is the most
THE RISK REWARD OF risky thing you can probably do. … It’s worth reminding yourself that risks are almost
ENTREPRENEURSHIP always necessary for innovation and for progress.” — Bill Aulet in BBC Capital
To read the full article, go to executive.mit.edu/aulet-risk-taker

Greater Boston Internet of Things:
Executive Program Business Implications
This intensive, eight-week program
and Opportunities
provides executives with frameworks (self-paced online) NEW
for thinking about and coping with
the management of human resources, This course explores IoT opportunities
organizational change, strategic for business—from demystifying and
planning, and decision making. It defining IoT to creating a roadmap
combines the benefits of seminar for its real-world application. Through
discussions among representatives from examples of how IoT transforms the
Greater Boston companies in a formal customer experience, operations, and
advanced management course, and business models, participants will
prepares professionals for executive receive an introduction to the necessary
leadership. Participants learn how technologies, skill components, enablers,
to apply behavioral science to build and constraints for using IoT in business. GLOBAL EXECUTIVE ACADEMY
stronger organizations, lead change, The course will highlight the four key
organize for innovation, and manage a elements of leadership capability that
make transformation possible through
technical workforce.
IoT, and teach participants to articulate
“… One of the most
high-potential,
W H O S H O U L D AT T E N D : how key IoT technologies add value and comprehensive and
mid-level managers; functional specialists improve organizational productivity. valuable courses I
who want a broader perspective on
critical management issues; executives middle managers;
W H O S H O U L D AT T E N D : have ever taken. …
senior managers; new business
of small and mid-sized firms without a
owners; entrepreneurs; those in field
Eight days of valuable
recent MBA; executives unable to attend
a full-time program operations and in technical roles who insights not only from
want to take a managerial role in the professors but
2 018 implementing a unique business strategy
March 12 – May 7 also from all of the
2 017
July 31 – September 21
participants.”
8 P R O G R A M D AY S
Held on eight consecutive Mondays
9:00 a.m. – 5:00 p.m. 2 P R O G R A M D AY S / $ 2 , 6 0 0
JOE FIDALGO
U.S. Eastern Time Six weeks in total (excluding orientation);
self-paced learning, 6–8 hours per week Director of USA Retail & Food Service,
Limited to 35 participants Marine Harvest,
P R O G R A M F A C U LT Y: Sanjay Sarma,
George Westerman U.S.
Participants who complete the program
will receive a GBEP certificate and
an MIT Sloan Executive Certificate in P R O G R A M R AT I N G : New program.
Management and Leadership Rating not yet available.
P R O G R A M F A C U LT Y: Emilio Castilla,
Wanda Orlikowski, John Van Maanen
Leadership and the Lens: Leading Change in Leading People at Work:

Learning at the Intersection Complex Organizations Strategies for Talent
of Innovation and This program helps senior managers
Analytics NEW
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
powerful mode of learning behaviors decisions for the purpose of advancing
organizational change. It utilizes a both individual and organizational
and attitudes required for leaders to unique analytical framework to address
surface breakthrough solutions. It success. While business leaders still
the change process from three key make key decisions about their workforce
uses the camera to study how unseen perspectives. It includes an exercise
opportunities reveal themselves—and based on intuition, experience, advice,
on networks and power, and provides and guesswork, the collection and
how the most effective leaders spot insights on the neuroscience of our
them, before it’s too late. Participants will systematic analysis of data can vastly
brains and the psychology of getting improve this decision making. In this
discover how exploring the intersection things done. Bring a laptop to engage in
of two disciplines—leadership and course, participants will explore a
insightful simulations. number of strategies used to attract and
photography—can enhance creativity in
both. They will also study how leaders at retain top talent and illustrate how these
W H O S H O U L D AT T E N D : senior leaders
the world’s most innovative organizations strategies are being designed and used
and change agents in any industry;
approach their work differently. at cutting-edge companies.
executives who manage training
and education; vice presidents of general managers
those with senior
W H O S H O U L D AT T E N D : operations; directors of organizational
executive experience (current or past) and staff executives responsible for
development and corporate strategy; hiring and managing talent; directors
and moderate to advanced photography managers of communications, business
skills, as well as a digital camera and of organizational development and
development, and human resources; corporate strategy; HR directors and
laptop; a working knowledge of photo senior business engineers
editing software and the ability to managers; vice presidents of operations
download images from a camera 2 018
2 017
May 13–18
2 017
October 18–19
October 2–4 5 P R O G R A M D AY S / $ 9, 5 0 0
2 018
Emilio Castilla,
P R O G R A M F A C U LT Y: July 10–11
2 018
Roberto Fernandez, David Krackhardt, October 30–31
September 24–26
John Sterman, John Van Maanen
2 P R O G R A M D AY S / $ 3 , 7 0 0
3 P R O G R A M D AY S / $ 4 ,9 0 0
P R O G R A M F A C U LT Y: Emilio Castilla
P R O G R A M F A C U LT Y: Sam Abell,
Hal Gregersen P R O G R A M R AT I N G : New program.
“Leaders need to understand that employees are critical to the success of organizations.
Many business leaders still make key decisions about their workforce based on intuition,
STRONG PEOPLE ANALYTICS experience, or advice. But today’s leaders can strengthen their people decision-making
MEAN STRONGER PROCESSES processes using people analytics.” — Emilio Castilla in Tech Target
To read the full article, go to executive.mit.edu/castilla-hr-analytics

Managing Technical Maximizing Your Personal
Professionals and Productivity: How to
Organizations Become an Efficient
Goals, incentives, and management
and 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 time
of faculty and leading practitioners, in the office. This course focuses on
this program explores a set of proven, skills to boost personal productivity
practical, and innovative strategies including how to prioritize goals,
for maximizing the contribution of an align time allocation with goals, and
organization’s technical professionals. develop techniques to accomplish
The program provides key insights lower priority tasks. Designed to
on how to retain technical staff, MANAGING TECHNICAL
increase personal productivity through PROFESSIONALS AND
integrate technical professionals into a series of case studies, practical ORGANIZATIONS
an organization, build more successful exercises, and background readings,
project teams, keep teams high the program also addresses how to
performing, and develop reward and
incentive systems.
complete important projects efficiently, “I found this course to
hold productive meetings with clear
agendas and outcomes, and manage be relevant to my role
executives
who manage technical professionals,
by delegation. managing a technical
including CIOs, CTOs, vice managers
W H O S H O U L D AT T E N D : team. Particularly
presidents and directors of research
and development, engineering, and
seeking to expand leadership useful was content
roles; professionals from U.S. and
manufacturing; managers of product foreign countries; managers from around motivating
development and systems information;
corporate strategists
young and established companies; teams and creating
executives from for-profit and not-
for-profit organizations informal networks to
2 017
October 10–11
ensure information is
2 017
October 5–6 gathered and shared.
2 018
April 5–6
I have incorporated
2 018
June 21–22 July 12–13 a number of the
November 1–2 October 25–26 strategies discussed
2 P R O G R A M D AY S / $ 3 , 5 0 0 2 P R O G R A M D AY S / $ 3 , 5 0 0
in my daily work.”
P R O G R A M F A C U LT Y: Ralph Katz P R O G R A M F A C U LT Y: Robert Pozen,
JEFF MICHEL
Ben Shields
P R O G R A M R AT I N G : | 4.4 Field Development Manager,
P R O G R A M R AT I N G : | 4.5 Bayer, U.S.,
U.S.
Negotiation for Neuroscience Transforming Your

Executives for Leadership Leadership Strategy
From fundamental principles to specific This course provides hands-on As organizations move away from a
real-world examples, this program application of concepts and techniques “command and control” to a “cultivate
offers a holistic view of negotiation deriving from the latest cognitive and coordinate” model, executives can
as building relationships that are brain research and psychology that no longer rely on old ways of thinking
rooted in mutual trust and respect can improve individual, team, and about leadership. This course introduces
and result in success at the bargaining organizational performance. Participants participants to a research-based
table. Participants learn to prioritize will learn how to leverage the plasticity framework developed at MIT that helps
multiple issues to reach the most of brain connections in order to embed leaders drive innovation, maximize team
beneficial resolution and optimize sustainable behavioral change in performance, and succeed in today’s
the economic and subjective value themselves and their organization. complex world. The 4 Capabilities
of negotiations. The course provides Understanding the implications of this Leadership Model is a powerful tool
extensive personalized feedback and unique research will teach senior-level for understanding and integrating four
teaches participants how to leverage leaders how to raise their awareness of critical components of leadership—
individual traits to achieve success existing leadership behavioral patterns, sensemaking, relating, visioning, and
and build lasting relationships. focus attention on actions promoting inventing. This is a highly interactive
resilience, and gain a competitive edge program with many exercises in small
participants
W H O S H O U L D AT T E N D : by comprehending how the brain works. groups and lots of moving around.
responsible for contract negotiations, Laptops are not recommended.
supply-chain agreements, senior-level
compensation issues, securing funding leaders, especially those who lead leaders and
for projects or departments; those in technically strong, motivated, and change agents from all levels of the
planning and development, operations intelligent teams; executives working organization in any industry; CEOs;
management, strategic partnerships, in large, complex organizations with COOs; presidents; vice presidents
recruitment, human resources diverse markets of marketing and new venture
development; chief technologists;
2 017 2 017 directors of research and development,
October 12–13 September 28–29 engineering, manufacturing, and
information systems
2 018 2 018
April 19–20 March 22–23 2 017
July 19–20 October 18–19 September 26–27
October 11–12
2 P R O G R A M D AY S / $ 3 ,9 0 0 2 018
2 P R O G R A M D AY S / $ 3 ,9 0 0 July 17–18
P R O G R A M F A C U LT Y: Deborah Ancona, October 1–2
P R O G R A M F A C U LT Y: Jared Curhan Tara Swart
2 P R O G R A M D AY S / $ 3 ,9 0 0
P R O G R A M R AT I N G : | 4.9 P R O G R A M R AT I N G : | 4.3
P R O G R A M F A C U LT Y: Deborah Ancona
“It’s no longer just about your emotional intelligence. It’s about your ability to understand
THE KEYS TO complexities, solve problems, and get things done—no matter what leadership style that
LEADERSHIP STYLE comes in.” — Deborah Ancona in Fast Company
To read the full article, go to executive.mit.edu/ancona-leadership-fastcompany

Understanding and Solving ELLE International Fashion
Complex Business Problems and Luxury Management
This program introduces a new way
Program NEW
of thinking about the cause and A collaboration between ELLE, MIT
effect of decision making in complex Sloan Executive Education, and
organizations, departments, operating Universidad Complutense de Madrid,
units, profit centers, or an entire industry. this program is designed to provide
Participants learn to use MIT’s unique, participants with a global perspective
integrative system dynamics approach to and insight into the fashion and luxury
assess problems and produce the results industry currently facing disruption due
they want. They use exercises, simulation to big data, digitalization, and social
models, and MIT’s “management flight media. Participants will network with key
simulators” to experience the long-term industry leaders, leverage relevant case
side effects and impacts of decisions studies, and apply proven frameworks
to understand how an organization’s with immediate applicability to real NEGOTIATION FOR EXECUTIVES
performance is tied to structure and business challenges. The program is
operating policies. divided into four modules and locations:
Fast Fashion (Madrid); Haute Couture “This course is fast
executives in
decision-making roles who seek new
& Luxury (Paris); Premium Brands (New paced and loaded
York); and Innovation (MIT Sloan’s
ideas about how to solve difficult
campus). The program has six focus with useful concepts
business problems; CEOs; COOs;
CTOs; presidents; executive vice
areas: marketing, strategy, leadership, and information
innovation, control, and finance. A
presidents and vice presidents; senior
program tutor will be assigned to each that are taught and
project and product development
managers; corporate planners;
participant in order to monitor and assist then practiced for
them during the learning process.
corporate strategists maximum learning. …
2 017
professionals in
W H O S H O U L D AT T E N D : A must take!”
the fashion and luxury sector who seek
October 3–4
to enhance management and leadership
capabilities; professionals from ED HIGGINS
2 018
April 17–18 other industries who want to gain an CEO,
July 12–13 understanding of the global fashion and
Higgins Consulting LLC,
October 9–10 luxury sector; professionals who seek to
change careers. Proficiency in written U.S.
2 P R O G R A M D AY S / $ 3 , 7 0 0 and spoken English is essential.
P R O G R A M F A C U LT Y: J. Bradley Morrison, 2 017 – 2 018

John Sterman December 10, 2017 – May 25, 2018
P R O G R A M R AT I N G : | 4.6 5 P R O G R A M D AY S
The program will be offered as either a

hybrid (online and on-site classes) or as
an online-only format. There are three
hybrid options to choose from.
Jaime Álvarez, Jake

Cohen, Carlos Delso, Renee Richardson
Gosline, Mariano Hernández, Francisco
J. López Navarrete, Alon Shklarek,
Duncan Simester, Zeynep Ton, and
guest speakers
P R O G R A M R AT I N G : New program.
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 of global executives close the gap
innovation and outlines the steps needed between strategic intent and
Game-changing organizations follow results by introducing a systematic
breakaway business models. Their to implement and manage a culture of
innovation. Structured around a four- framework and hands-on tools to
leaders are purpose driven and drive execution in an organization.
performance oriented—capabilities part framework developed at MIT for
leading and organizing breakthrough The program introduces a systemic
that help them get out front and stay view of strategy execution based
there. Participants will learn how to innovation, the program helps
participants understand how to develop on more than a decade of research
develop game-changing organizations that has been field-tested in dozens
that make their companies world- sources of information about current and
new technologies and consumer needs. of corporations around the world.
class talent factories, as well as the The course will help leaders reframe
importance of an innovative company Participants also learn how to generate
innovative ideas for new products and execution to avoid common mistakes
culture. Through “Practitioners’ and focus on actions that are most
Corner” Sessions, they will also learn services, as well as how to choose
projects and implement ideas with the likely to bring results.
from the successes and challenges of
companies that have been on similar highest likelihood of success.
participants
journeys of transformation. must apply and enrollment is limited;
senior
corporate and technical executives, participants must be a CEO, MD, or
upper- to
W H O S H O U L D AT T E N D : member of an executive team; have a
senior-level managers involved including executive vice presidents;
vice presidents of marketing, large scope of responsibility; agree to
in company strategy, vision, and identify at least 30 colleagues willing to
operational priorities; division, product development, research and
development, human resources, and complete a confidential survey of their
business unit, functional, or geographic organization’s execution capacity
leadership team members; human business development; CIOs; CTOs;
resources professionals in senior roles corporate strategists
2 018
involved in enterprise-wide change March 13–14
2 017
October 12–13 July 17–18
2 017
October 10–11 2 P R O G R A M D AY S / $ 4 , 5 0 0
2 018
2 018
April 12–13 Application deadline for the March 2018
March 22–23 October 1–2 session is February 2, 2018
June 14–15 Application deadline for the July 2018
2 P R O G R A M D AY S / $ 3 , 7 0 0
November 1–2 session is June 5, 2018
P R O G R A M F A C U LT Y: Ralph Katz,
2 P R O G R A M D AY S / $ 3 ,9 0 0
Jay Paap, Eric von Hippel P R O G R A M F A C U LT Y: Donald Sull
P R O G R A M F A C U LT Y: Doug Ready P R O G R A M R AT I N G : | 4.3 P R O G R A M R AT I N G : | 5.0
“Nearly every senior executive I talk with is trying to figure out how to drive digital
transformation in his or her company. … Many IT leaders are rebranding themselves as
DRIVING DIGITAL
digital leaders, and many vendors are linking their services to digital transformation. … Five
TRANSFORMATION IS years ago, we encountered a lot of resistance to using the term. Now it seems everybody is
TOP OF MIND using it.” — George Westerman in The Enterprisers Project
To read the full article, go to executive.mit.edu/westerman-digital-transform

Developing and Digital Marketing and
Managing a Successful Social Media Analytics
Technology Strategy From tablets and big data to new
This program details a unique approach customer monitoring tools and the
to integrating business and technology global emergence of social networking,
strategy and to developing profitable recent technology has revolutionized the
ventures and technologies. It provides modes of communication through which
a framework for understanding how businesses and brands engage with
technologies and markets evolve, are consumers. This course is designed to
linked, and differ across markets, as well help executives understand the new rules EXECUTIVE CERTIFICATE IN
as what drives technology acceptance. of marketing in the digital age, covering STRATEGY AND INNOVATION
Participants are introduced to tools to a range of topics including search
identify high-leverage projects, match marketing, social network marketing
products to market dynamics, develop and analytics, predictive modeling, “The insights, methods,
strategies to capture market value, mobile advertising and commerce,
CRM strategy, and digital advertising. It and techniques
and change organizational capabilities
to reflect evolving markets and provides a detailed, applied perspective that I have gained
on the theory and practice of digital
technological dynamics.
marketing and social media analytics in by attending MIT
senior general
W H O S H O U L D AT T E N D : the 21st century. Sloan programs
and technical executives involved represent valuable
in development, management, or business leaders
marketing of technology or technology seeking a deeper understanding tools for success

of the digital marketing ecosystem;
products, including presidents, CEOs,
CIOs, CMOs, and their direct in these turbulent
COOs, CTOs; vice presidents of
research and development, engineering, reports; marketing managers; product market conditions.
managers; product development
manufacturing, marketing, and business
managers; chief data scientists; data
The experiences
development; corporate strategists
managers; corporate strategists; have also given me
agency executives
2 017
valuable opportunities
October 23–24
2 017 to collaborate with
October 16–17
2 018
forward-thinking
March 20–21
June 26–27 2 018 executives from outside
April 19–20
October 9–10
July 19–20 my industry.”
2 P R O G R A M D AY S / $ 3 , 7 0 0 October 11–12
MITRA BEST
P R O G R A M F A C U LT Y: Pierre Azoulay, 2 P R O G R A M D AY S / $ 3 ,9 0 0
U.S. Innovation Leader,
Ezra Zuckerman
P R O G R A M F A C U LT Y: Sinan Aral PwC Innovation Office,
P R O G R A M R AT I N G : | 4.4 U.S.
Executive Certificate in Strategy
and Innovation Holder
Driving Strategic Implementing Innovation Ecosystems:

Innovation: Achieving High Enterprise-Wide A New Approach to
Performance Throughout Transformation NEW Accelerating Corporate
the Value Chain Research and practice says two thirds of
Innovation and
This joint program with the IMD enterprise-wide transformation efforts Entrepreneurship NEW
helps leaders manage innovation fail to meet their intended objectives.
This research-driven, practitioner-led Based on MIT’s research into the
from concept to commercialization. science of innovation ecosystems, this
It knits together marketing, product program is designed to help senior
executives avert that failure, create practical program equips executives
development, technology assessment, with the high-level frameworks and
value chain design, project execution, cultures of agility and resiliency, and
develop a customized blueprint for tools necessary to understand the
and talent management in a innovation landscape, shift to a more
roadmap for achieving breakthrough large-scale transformation in their
organizations. Participants will learn effective ecosystem-based open
performance. The course uses an innovation approach, and design
integrative value chain framework to spot potential warning signals that
prevent successful transformations, programs to engage effectively with
created at MIT to combine technology external stakeholders. Participants
and innovation strategy with the tools learn how to become successful
transformation leaders, create a will learn ways to assess their local
required for successful implementation. and other ecosystems as potential
proactive transformation agenda, and
build a collective leadership capability to locations for innovation centers, as
senior
drive organizational transformation. well as ways to partner with startup
executives and entrepreneurs with
entrepreneurs, research universities,
significant input into the technology,
senior
W H O S H O U L D AT T E N D : “risk capital” providers, and corporate/
supply chain, and innovation strategy
executives engaged in or who want government stakeholders.
of their organizations; CEOs; COOs;
CIOs; CTOs; directors of research to better understand enterprise-wide
W H O S H O U L D AT T E N D : executives in
and development transformation; C-suite executives
responsible for enterprise-wide public and private sectors including
transformation; senior HR and senior managers; C-suite executives;
2 017
communication leaders; line leaders future leaders; those interested in
September 24–29
encouraging innovation in their
2 018 2 017 organizations or regions through
September 16–21 October 16–17 leveraging “innovation ecosystems”;
participants from developed as
5 P R O G R A M D AY S / $11,9 0 0 2 018 well as emerging markets
C A MBRIDGE, M ASSAC HUSETTS March 27–28
June 19–20 2 017
November 6–7 November 7–8

2 018
2 P R O G R A M D AY S / $ 3 ,9 0 0 2 018
February 25 – March 2
March 15–16
P R O G R A M F A C U LT Y: Roberto Fernandez, July 12–13
5 P R O G R A M D AY S / C H F 11,9 0 0
L AUSANNE, SWITZERL AND
Doug Ready October 18–19
P R O G R A M R AT I N G : New program. 2 P R O G R A M D AY S / $ 3 , 7 0 0
Charles Fine,
Bill Fischer, Duncan Simester
P R O G R A M F A C U LT Y: Phil Budden,
Fiona Murray
“Traditionally, the focus of entrepreneurship in the developing world has been on creating
INNOVATION-DRIVEN small- and medium-sized enterprises serving local markets. However, that emphasis must shift
ENTERPRISES from small firms to what MIT calls innovation-driven enterprises: start-ups that can scale for
significant impact.” — Fiona Murray in City A.M.
ARE THE ANSWER
To read the full article, go to executive.mit.edu/murray-entrepreneur-models

The Innovator’s DNA: Leadership by Design:
Mastering Five Skills for Innovation Process
Disruptive Innovation and Culture
Where do innovative and revolutionary This program is intended to introduce
business ideas come from? This the concepts of human-centered design
program helps executives learn to to individuals and teams who are not
achieve breakthrough insights through already familiar with these design-based
self-assessment, catalytic questioning, concepts and their applications. Drawing
deep observation, diverse networking, on the resources of MIT’s Integrated
and rapid experimentation. Building on Design & Management curriculum and
hundreds of interviews and more than its new Integrated Design Lab (ID Lab),
10,000 survey assessments, the course the course combines intuitive methods
offers unique insight into the behaviors with the systematic, analytical methods
of extraordinary, and often disruptive, for which MIT is world renowned.
DIGITAL MARKETING AND
innovators. Participants will learn and Participants will learn how to enable
SOCIAL MEDIA ANALYTICS
practice important discovery skills that an action-based organizational culture
lead to new innovations—ranging from in which empathy is generated, trial
product improvement to new market and error is encouraged, and failure is
creation—to generate valuable, new celebrated as a source of learning— “The two days
economic growth. resulting in successful innovation. spent at this course
Participants also will learn both strategic
CEOs; COOs;
W H O S H O U L D AT T E N D : and hands-on techniques for structured
were invaluable in
presidents; executive vice presidents; exploration through prototyping. providing frameworks
vice presidents of marketing and new
venture development; heads of R&D, entrepreneurs
and insights to
engineering, manufacturing, and IS; and intrapreneurs seeking new solutions effectively execute
chief technologists; corporate planners and products; executives and senior
and strategists; senior managers with managers in leadership roles; product
a digital marketing
leadership responsibility and executives development managers and engineers; strategy. Sinan is
seeking to improve creative problem- individuals and teams looking to create
solving skills and deliver higher value- a more experimental corporate culture
masterful. His passion
creating innovation at their organizations and who seek integrated approaches for the subject
for communication and validation inspires you to think
2 017 across teams
November 14–15 outside the box about
2 018
2 017
November 9–10
[what’s] possible and
March 13–14 [gives you] a practical
July 10–11
October 16–17
2 018
June 28–29
understanding of how
September 27–28 to put these topics
2 P R O G R A M D AY S / $ 3 ,9 0 0
2 P R O G R A M D AY S / $ 3 ,9 0 0
into practice.”
P R O G R A M F A C U LT Y: Phil Budden,
Hal Gregersen P R O G R A M F A C U LT Y: Matthew Kressy BRIANA NAESCHER
P R O G R A M R AT I N G : | 4.8 P R O G R A M R AT I N G : | 3.8 Marketing Director,

SPS Commerce,
U.S.
Marketing Innovation Platform Strategy: Pricing 4Dx (live online)

This program provides executives with
Building and Thriving in This program will help managers
a review of key marketing concepts a Vibrant Ecosystem increase their level of pricing
as they relate to new innovations and sophistication and mitigate mistakes
products. Participants learn how to Some of the most profitable and regarding pricing strategy. Participants
evaluate market attractiveness, think successful firms are those that have will practice calculating price elasticities
about the design and management of adopted a digital platform model—a for different customers, and learn about
distribution channels, and understand strategy where two or more disparate correct survey techniques to ask the right
pricing architectures. The course covers groups interact over a platform to co- pricing questions before a product is
strategic and practical approaches, create value. This program draws on launched. They will collaborate virtually
applied to real-world examples that recent MIT Sloan research and lessons and interact in real time with high-quality
help executives understand consumer learned by companies that have grown video lessons, other participants, and
decision making, analyze company out of the innovative ecosystem around faculty through personalized avatars in
strengths, and assess the competition. MIT. Participants will be exposed to an immersive, virtual classroom. This
strategic thinking and tools often not technical class will require the use of
senior
W H O S H O U L D AT T E N D : found in more traditional approaches spreadsheets, data analysis, and specific
engineering, R&D, product development, to enterprise and product strategy, and technology (e.g., Terf, Sawtooth). A
project management, IT, finance, and discover how business strategies can be high-speed internet connection with
manufacturing professionals from revised for success. adequate bandwidth is essential.
consumer and business-to-business
leaders of
W H O S H O U L D AT T E N D : In advance of the program, participants
industries; technical executives with
corporate strategy and business must attend a webinar to meet other
nominal marketing experience, as well
development; leaders of product and participants, propose project ideas,
as marketing professionals who want to
service development, innovation, and form small project groups.
discuss new marketing techniques and
their application to innovation marketing, and research and
development; leaders of application executives in
development and content management marketing, product development, and

2 017
strategy in consumer and business-
November 2–3
2 017 to-business industries; entrepreneurs
2 018 October 25–26 and executives in small and medium
April 5–6 businesses who wear multiple hats;
June 12–13 2 018 executives in larger companies in
November 6–7 April 10–11 charge of launching new products
June 7–8
2 P R O G R A M D AY S / $ 3 , 7 0 0 October 23–24 2 017
November 28 – December 13
P R O G R A M F A C U LT Y: Catherine Tucker 2 P R O G R A M D AY S / $ 3 , 7 0 0
2 P R O G R A M D AY S / $ 4 , 5 0 0
P R O G R A M R AT I N G : | 4.8 P R O G R A M F A C U LT Y: Pierre Azoulay,
Catherine Tucker ONLINE PROGR A M
Held three days per week for two
P R O G R A M R AT I N G : | 4.4 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
“CEOs should be very tech savvy … Companies that are getting themselves
OPERATIONAL EXCELLENCE AND set up for a successful digital transformation have to be really good at both
CUSTOMER EXPERIENCE DRIVE SUCCESSFUL operational excellence and customer experience. Both of those in this age of
digitization require technology.” — Stephanie Woerner in TechRepublic
DIGITAL TRANSFORMATIONS
To read the full article, go to executive.mit.edu/woerner-techsavvy-ceo

Revitalizing Your Digital Strategies for
Business Model Sustainable Business
As powerful, readily accessible digital This program uniquely applies MIT
technologies create new business frameworks of process improvement
opportunities, enterprises need to and system dynamics to the topic
reimagine their business models. MIT of sustainability so that participants
Sloan researchers have studied how return to their organizations with
companies can define visions and practical strategies for manifesting
build the capabilities to compete in consensus and change—at the
this increasingly competitive business micro and macro levels. The course
environment. This program presents connects executives with MIT
leading-edge frameworks and practices professors and researchers who are
for defining digital strategy, monetizing currently breaking new ground in
data, redesigning the workplace, and sustainability thinking and practice.
establishing powerful ecosystems. Participants place current business STRATEGIES FOR
Examples from successful companies practices in a socioeconomic context SUSTAINABLE BUSINESS
will help executives prepare their and leave with well-grounded
organizations for the challenges of strategies for making sustainability
doing business digitally. a reality in their organizations, “Eye-opening and
industries, and communities.
CIOs;
likely life-altering
COOs; executive vice presidents; functional and
W H O S H O U L D AT T E N D : program that lays the
vice presidents of operations; senior business unit leaders responsible for
marketing and business development advancing sustainability; investment
case for sustainability
executives; senior project managers; professionals charged with aligning at home and at
IT leaders; innovation officers; product socially responsible investments with
development managers; corporate value; professionals who need to
work. … immediately
planners; strategists; strategic planners understand strategies that promote useful frameworks
sustainable business practices; and techniques to
2 017 environmental consultants who want
November 16–17 to prove the value of sustainability drive change in your
2 018
in the marketplace; NGO and business.”
government leaders who need a
March 29–30 business-centered but cross-sectoral
September 25–26 perspective on sustainability CHAD SHERIDAN
2 P R O G R A M D AY S / $ 3 , 5 0 0 Chief Information Officer,

2 017
October 18–20 Risk Management Agency, USDA,
Kristine Dery,
Jeanne Ross, Barbara Wixom, U.S.
2 018
Stephanie Woerner April 2–4
October 3–5
3 P R O G R A M D AY S / $ 4 ,9 0 0
P R O G R A M F A C U LT Y: Jason Jay,
John Sterman, Zeynep Ton
Strategy in a Global World Understanding Global

The global world is no longer simply
Markets: Macroeconomics
a source of new markets, but rather for Executives
a source of innovation. To survive
and prosper today, companies must This course introduces participants to
develop a wider vision that encompasses some of the most important concepts
aspects of being a global organization. in macroeconomics and global
This program explores how to build markets today. It is designed to help
lasting success in a changing global executives understand and predict
marketplace and introduces concepts the performance of economies
and frameworks used to understand in order to mitigate risk, develop
the relevance, challenge, and growth plans, and make investment
management of global integration decisions, both locally and abroad.
in multinational corporations. The program addresses dynamics
of comparative advantage, sources
UNDERSTANDING GLOBAL
CEOs; COOs;
W H O S H O U L D AT T E N D : of international conflict, and varied
MARKETS: MACROECONOMICS
presidents; executive vice presidents; responses of economies to crisis.
FOR EXECUTIVES
vice presidents of marketing and new Participants get an in-depth look at
venture development; heads of research comparative advantages and crises
and development, engineering, in Europe, Asia, Latin America, and
manufacturing, and IS; entrepreneurs; the U.S.
“Roberto is an excellent
corporate managers and strategists; communicator with
senior managers; venture capitalist C-level
executives; general managers; business boundless energy. He
managers; consultants; managers
and entrepreneurs who manage unit managers; vice presidents of condensed a lifetime
finance, operations, human resources,
multinational corporations or
marketing, and sales; strategic
of knowledge into
companies with international clients
planning managers; consultants three short days. It
2 017
2 017
was a course that I
October 16–17*
October 30 – November 1 would recommend to
2 P R O G R A M D AY S / $ 3 , 7 0 0
2 018
anyone interested in the
P R O G R A M F A C U LT Y: Donald Lessard, March 19–21 rapidly changing global
Eleanor Westney June 4–6
October 29–31 political, economic, and
P R O G R A M R AT I N G : | 4.3 social landscape.”
3 P R O G R A M D AY S / $ 4 ,9 0 0
*This course will no longer be offered
after the October 2017 session. P R O G R A M F A C U LT Y: Roberto Rigobon BRIAN AHEARNE
Product Line Director,
Bourns Inc.,
U.S.

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.
Business Process Design Developing a Leading Edge Essential IT for

for Strategic Management Operations Strategy Non-IT Executives
(self-paced online) NEW Enterprises are increasingly complex, This course helps managers from various
This collaborative program exposes with supply chains, manufacturing, and areas of expertise to better understand
participants to the principles and service delivery processes spanning information technology concepts and
development of Dynamic Work cultures, geographies, and geopolitical language, so they can work together
Design from the creators of this situations. To navigate this intricate efficiently and productively and
sustainable operations improvement environment, executives need to make appreciate the role IT can play in an
methodology, and teaches them how efficient use of a company’s materials organization’s success. The program is
to implement continuous improvement and processes, manage complicated designed to make managers confident in
strategies into their organization’s work global networks, optimize service and resolving IT issues, working with IT staff
design. Participants will develop an quality levels of performance, and to make better decisions, and delivering
understanding of why improvement minimize risks. This program draws on better process change. The course is
strategies usually fail; principles of good real issues confronting manufacturing about ways to design work processes
work design; how to problem solve and service companies, providing that lead to future success.
effectively; and the psychological reasons strategic frameworks to enable
executives to help their companies line managers
behind learning, change, and motivation.
deliver high-quality products and and corporate strategists who want a
managers in
W H O S H O U L D AT T E N D : services to their customers. Participants better handle on their role in IT oversight
healthcare, logistics, urban planning, are encouraged to bring a laptop to take and management; nontechnical
engineering, financial services, part in an Excel exercise. managers with IT responsibilities; IT
education, NGOs, government, or any managers seeking to gain a better
people-focused industry; those who senior
W H O S H O U L D AT T E N D : perspective on how to work productively
want to adopt and lead principles of managers from manufacturing and with senior executives
improvement to benefit an organization service industries responsible for
developing and executing operations 2 017
2 017 strategy; COOs; strategic planners; October 25–26

August 7 – September 28 vice presidents of business strategy,
2 018
operations, supply chain management,
2 P R O G R A M D AY S / $ 2 , 3 0 0 services, and product development; April 5–6
Six weeks in total (excluding operations general managers; senior October 30–31
orientation); self-paced learning, project and program executives
2 P R O G R A M D AY S / $ 3 , 5 0 0
6–8 hours per week
2 017
P R O G R A M F A C U LT Y: Leslie Owens,
P R O G R A M F A C U LT Y: Don Kieffer, November 9–10
Nelson Repenning George Westerman, Barbara Wixom
2 018
New program.
P R O G R A M R AT I N G : April 24–25 P R O G R A M R AT I N G : | 4.5
Rating not yet available. June 5–6
November 13–14
2 P R O G R A M D AY S / $ 3 , 5 0 0
P R O G R A M F A C U LT Y: Vivek Farias,
Thomas Roemer, Zeynep Ton
TECHNOLOGY, OPERATIONS, AND VALUE CHAIN MANAGEMENT
The Good Jobs Strategy: Implementing Implementing Industry 4.0:

Delivering Superior Value to Improvement Strategies: Leading Change in
Customers, Shareholders, Dynamic Work Design Manufacturing and
and Employees NEW This program helps executives
Operations NEW
By leveraging a systems thinking understand how continuous improvement In the race to implement new
approach that frames discussions strategies, sustained over a long manufacturing technologies and
around work design and end-to- period, affect core business metrics and systems such as the Internet of Things
end improvement strategies, this contribute to an organization’s success. (IoT), many forget that factories and
program is designed to help executives It equips managers with a fundamental operations have existing systems that
of service businesses create and understanding of how their work may resist change. The first priority
implement an operations strategy design and approach to management in implementing large-scale changes
that simultaneously delivers superior can be improved to deliver optimal in industrial operations should be to
value to customers, shareholders, business benefits. Participants learn make this invisible part of the system—
and employees. Participants will learn a framework for understanding what the “hidden factory”—visible. The
about key elements of the good jobs drives improvement and how it can be identification and creative elimination
strategy, including how customer implemented in every function across of these “hidden factories” will result in
focus, employee management, work an organization. Inspired by extensive more productive and safer operations.
design, and improvement systems research on leading companies, the This course will discuss how to develop
work together to create excellence program highlights principles and a company culture that puts people first
for all stakeholders. They also will practices that have enabled companies in the new world of Industry 4.0 and
learn about the cost of mediocrity to consistently and significantly the IoT.
in organizations, as well as how to outperform their competitors.
design an operating system that thrives W H O S H O U L D AT T E N D : executives and
executives, senior
W H O S H O U L D AT T E N D : key staff who want to integrate new
financially while offering good jobs.
managers, and leaders from all industries industrial technology into existing
executives
and in all management functions facilities; executives of companies
of businesses that have a frontline developing new industrial products
2 017
workforce that interacts with customers, and services interested in accelerating
October 31 – November 1
including retail, hospitality, health care, adoption rate through a better
distribution, and call centers; senior- 2 018
understanding of customers’ needs
level managers who make strong April 3–4
contributions to their company’s strategy, June 14–15
2 017
vision, and operational priorities November 7–8

November 1–2
2 017 2 018
2 P R O G R A M D AY S / $ 3 , 7 0 0
October 23–24 June 19–20
P R O G R A M F A C U LT Y: Sheila Dodge,
November 8–9
2 018 Don Kieffer, Nelson Repenning
June 12–13 2 P R O G R A M D AY S / $ 3 , 5 0 0
2 P R O G R A M D AY S / $ 3 , 7 0 0 P R O G R A M F A C U LT Y: John Carrier,
John Van Maanen
P R O G R A M F A C U LT Y: Zeynep Ton
New program.
P R O G R A M R AT I N G : Rating not yet available.
“In our experience, leaders who can formulate clear problem statements get more
FOCUSED LEADERS done with less effort and move more rapidly than their less-focused counterparts.”
GET MORE DONE — Nelson Repenning in Inc.
To read the full article, go to executive.mit.edu/repenning-underrated-skill

Managing Complex Managing Product
Technical Projects Platforms: Delivering
This course offers new ways of thinking
Variety and Realizing
to help managers improve their Synergies
processes to make better products,
faster. MIT’s innovative solution, This course introduces participants
based on the design structure matrix to product platforms—the sharing of
(DSM), streamlines complex projects components, processes, technologies,
by developing detailed models to interfaces, and infrastructure across
understand the intricate interactions a product family. Focused on helping
and iterative nature of design. companies develop strong platform
Participants learn to reduce the strategies by understanding the
complexity involved in large projects by managerial levers necessary to
restructuring development procedures operate in complex development
and to manage large projects in a environments, the course draws on EXECUTIVE CERTIFICATE IN
systematic way. Bring a laptop to examples from a variety of industries. TECHNOLOGY, OPERATIONS, AND
participate in an Excel exercise. This Successful product platforming allows VALUE CHAIN MANAGEMENT
program includes optional homework. companies to develop better products
more easily, improve product family
W H O S H O U L D AT T E N D : senior managers
planning and lifecycle management, “What I gained from
and increase corporate profitability.
and those involved in complex product the courses, the
development and project management
or responsible for improving design and executives
W H O S H O U L D AT T E N D : professors, and my
in strategy, marketing, product
development procedures; vice presidents
development, procurement, and supply
various classmates had
of engineering, manufacturing, and
technology; directors of project chain management; executives from a profound effect and
technology driven industries with
management; managers of product and
engineered products and services such
has become naturally
business development, engineering,
research and development; project as automotive, high-tech, manufacturing, ingrained as second
leaders; chief product design and railway, heavy vehicles, aerospace, nature to me in my
process development engineers; defense, electronics, machinery,
technology strategists healthcare; OEMs; suppliers professional work and
2 017
even in my personal
2 017
October 23–24 October 23–24 disposition … ”
2 018 2 018
JAMES TAYLOR
March 27–28 April 17–18
June 21–22 Assistant Vice President
November 15–16
October 25–26 Technical Services,
2 P R O G R A M D AY S / $ 3 , 5 0 0 Continental Grain Company,
2 P R O G R A M D AY S / $ 3 , 7 0 0
U.S.
P R O G R A M F A C U LT Y: Steven Eppinger
P R O G R A M F A C U LT Y: Bruce Cameron Executive Certificate in
P R O G R A M R AT I N G : | 4.4 Technology, Operations, and
P R O G R A M R AT I N G : | 5.0 Value Chain Management Holder
TECHNOLOGY, OPERATIONS, AND VALUE CHAIN MANAGEMENT
Strategic Cost Analysis Supply Chain Strategy Systematic Innovation

for Managers and Management of Products, Processes,
Course participants learn to analyze This course presents innovative
and Services
the performance of projects, strategies and best practices for This program blends perspectives of
departments, and divisions from improving supply chain performance. marketing, design, and engineering
a financial perspective. They gain It introduces a unique MIT framework, into a systematic approach for
a deeper understanding of how using the concept of technology delivering innovation, and presents
resources are allocated throughout clockspeed, for strategically managing methods that can be immediately
an organization, and how to leverage supply chains. Participants learn to implemented. Participants discuss
cost analysis to position a project or optimize supply chain performance the product or service life cycle, from
department most advantageously, through supply chain integration, business strategy and technology
with numbers to support the position. technology sourcing, make-buy roadmapping, to customer and market
The program is drawn from our highly decisions, strategic partnering and analysis, to implementation and pricing.
rated MBA courses on financial and outsourcing, and IT and decision- The course addresses how to lead
managerial accounting. support systems. They will address innovation processes in today’s globally
the role of supply chain design connected market and build business
senior
W H O S H O U L D AT T E N D : in business strategy and how to
managers from consumer and processes that create lasting value.
integrate supply chain design with
business-to-business industries, product and process development. people
including engineering, manufacturing,
responsible for creating and marketing
IT, and technology departments; senior managers
new products, business processes, and
division and department heads; responsible for the general business
services; vice presidents of product and
directors of project management, and strategic management of product
service management, product planning;
product and business development, supply and development; vice presidents
directors of technology, process
and research and development; chief and directors of manufacturing, product
engineering, product and service
project engineers; product design and development, transportation, logistics,
marketing and development, design,
process development engineers inventory, and purchasing; general
product engineering, process quality;
managers; strategic planners; supply
managers of engineering, development,
2 017 chain managers; project managers
November 2–3 innovation, and business development
2 017
2 017
2 018 November 7–8
April 19–20 November 13–17
November 13–14 2 018
2 018
April 26–27
November 5–9
2 P R O G R A M D AY S / $ 3 , 5 0 0 June 7–8
November 15–16 5 P R O G R A M D AY S / $ 8 ,9 0 0 F O R 2 017 /
P R O G R A M F A C U LT Y: John Core,
$ 9,10 0 F O R 2 018
Christopher Noe 2 P R O G R A M D AY S / $ 3 , 5 0 0
P R O G R A M F A C U LT Y: Pierre Azoulay,
P R O G R A M R AT I N G : | 4.4 P R O G R A M F A C U LT Y: Thomas Roemer,
Steven Eppinger, Ray Reagans,
David Simchi-Levi
Catherine Tucker
“If new technology is brought in to allow teams to do new things, the designers of those
TO WORK,
systems must consider the importance of time. No matter how great a system is, if it doesn’t
A GREAT SYSTEM work in time, it might as well not work at all.” — John Carrier in The Conversation
NEEDS TO BE TIMELY
To read the full article, go to executive.mit.edu/carrier-belichick-tablet

PROGRAMS UNDER DEVELOPMENT
At MIT Sloan Executive Education, we’re always
working to create new programs to help you learn the
latest in management thinking, address emerging
technologies, overcome your biggest challenges, and
stay ahead of the competition. Here are some courses
we are currently working on and hope to bring to
you soon. Visit executive.mit.edu/new to get more
information as it is available.
Evolving programs will include topics such as: “Program sessions

and interactions are
Artificial Intelligence structured in a way that
This online self-paced course from MIT Sloan School of Management
in collaboration with MIT Computer Science and Artificial Intelligence
create a vivid simulation
Laboratory (CSAIL), will demystify and clarify the role key AI technologies of real-world challenges
can play in today’s and tomorrow’s organizations. You will be encouraged where you face
and supported to embrace and apply the business focused AI insights
provided by faculty. The program will build your confidence to enable AI yourself, befriend your
technologies in your teams and organizations. weaknesses, grow from
them and help others
Digital Business Strategy
do the same. I would
A digital revolution is underway and transforming the way we work, live,
and learn. This self-paced online course will provide practical insights to definitely recommend
make the most of today’s super-powerful machines, platforms, and crowds. these programs to
This program will balance three key relationships: those between man and
machine, physical products and digital platforms, and the core (centralized
anyone who wants to
knowledge) and crowd (decentralized knowledge). Participants will be be seen as a leader … ”
introduced to organizations that have excelled at finding a balance in
these relationships to harness technology to shape their present and future.
SIDITA HASI
Project Leader,
Digital Customer Experience Strategy
FedEx,
How has technology affected the way that humans behave and make
U.S.
decisions in digital economies, and what does this mean for customer
satisfaction and loyalty? Using a behavioral science lens, this course can Executive Certificate in Management
help us understand and leverage the digital consumer experience. We will and Leadership Holder
examine digital collaborations between firms and customers, judgment
and decision-making in algorithm-mediated landscapes, consumer
empowerment via technology, the power of machine learning, and how
synergy between media can strengthen consideration. This interactive
program will help participants build UX and brand experiences that can
develop customer loyalty and innovative strategy for competitive advantage.
KENDALL SQUARE
at the intersection of innovation and education.
LOCATED ON THE BANKS of the IN ADDITION to the MIT campus, VISITORS WILL FIND the
Charles River in the heart of vibrant Kendall Square includes world-class Massachusetts Bay Transportation
Kendall Square in Cambridge, office and laboratory space, as well Authority (MBTA, a.k.a. “the T”)
Massachusetts, MIT Sloan School as modern residential housing, an subway nearby. It is a quick ride
of Management has much to impressive array of restaurants, across the river to Boston where
offer its visitors. Surrounded by and retail shopping linked by two- visitors can enjoy a plethora of
renowned global corporations like and-a-half acres of landscaped activities including world-class
Akamai Technologies, Amazon, open space. A mecca of dynamic theater, musical performances,
Biogen, Google, Microsoft, innovation, Kendall Square is museums, and historical sites
Novartis, Sanofi Genzyme, and home to the Entrepreneur Walk of such as the Boston Common and
VMware, the area is the location Fame, established by MIT to honor Faneuil Hall Marketplace.
for numerous tech and biotech entrepreneurs who took a risk with
companies, as well as other an idea, launched it, and turned
innovative business ventures. that idea into a successful venture.
LOOKING FOR AN EXECUTIVE DEGREE PROGRAM AT MIT?
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
MIT Sloan Fellows Program organizations, entrepreneurial endeavors, and governing bodies.
Learn more about the MIT Sloan Fellows Program at mitsloan.mit.edu/fellows
or call 617-253-8600
This rigorous, 20-month executive schedule MBA builds on MIT Sloan’s 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
MIT Executive MBA 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

“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
Cambridge—and 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
CUSTOM PROGRAMS
YOU ALREADY
HAVE A VISION
FOR WHAT’S NEXT.
Our custom programs will get you there.
When your organization is at a critical juncture, you can’t afford to
leave today’s problems unsolved and tomorrow’s opportunities to
chance. Our custom programs are tailored to your organization’s
short- and long-term goals, and tailored to ensure that your team
is prepared to drive innovation effectively, whether you’re 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 MIT’s motto of “Mens et Manus” (mind and hand). Our custom
offerings prioritize the knowledge and tools that can be directly applied
to your organization’s unique needs. Your team will learn from the
world-renowned faculty of MIT Sloan and MIT—through 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 tomorrow—way 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
tomorrow’s 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 leader—such as innovation, sustainability, digitization,
operational excellence, safety, globalization, and customer-centricity.

O U R FA C U LT Y:
TA P P I N G I N T O T H E
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
firms around the world.
The Custom Program Experience The expertise available to

organizations through MIT Sloan
Organizations around the world partner with MIT Sloan to
custom programs reaches beyond
create custom experiences that enable their executives to have a the business School to encompass
substantive, transformational, and long-lasting impact on their the entire Institute. To meet the
business performance. They seek educational experiences that goals of the custom program,
deliver results and real value over a multi-year horizon. the world’s foremost experts
in engineering, IT, biopharma,
MIT Sloan’s custom programs are deeply integrated with a manufacturing, banking, and
company’s goals, values, technology, and people. Leveraging the technology may be included on
greatest minds in business, we work side by side with clients—from the team to teach courses and
help shape action strategies.
beginning to end—to create learning experiences that produce the
change they desire.
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 experiential learning—creating 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 developing
Access to MIT Interactive team Management flight “Deep dive” cases
Sloan’s world- projects that simulations— in which your a custom program for your
renowned experts leverage cutting- interactive, virtual organization’s organization visit:
and exposure to edge research to worlds in which real data is executive.mit.edu/customprograms
the MIT ecosystem address real executives explore developed
through meetings company and experiment into company- or contact the custom program team
with companies imperatives with critical specific cases at execed_custom@mit.edu
that thrive within it and result in management and analyzed by
recommendations issues participants
for action
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 : where management, engineering, and science address
Cutting-Edge the imperatives and challenges faced by businesses
Distance Learning today. In partnership with some of the world’s most
Designed specifically for
your organization, our digital influential organizations, we create programs that allow
programs fit the way you
learn and work in today’s
companies to drive revolutionary change, take advantage
economy. Take programs of opportunities, and master their toughest challenges.
where and how you wish
with a digital toolkit that Programs may be one week, three months, or even several
is composed of immersive
platforms, virtual classrooms, years in duration—whatever 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
MIT Sloan approaches each of our custom engagements as a
G R A P H I C F A C I L I TAT I O N : lasting, mutually productive relationship, not an isolated educational
transaction. We look for companies that are interested in making
Concepts Worth fundamental, strategic changes in the way they do business. As a first
Capturing
step, your top executives will meet with a team of MIT Sloan’s senior
Custom programs generate
ideas and solutions worth
faculty to share your own imperatives, culture, and purpose. We will
capturing. In many of these partner with your stakeholders to tailor a program that addresses
programs, our graphic the key challenges you’ve defined. Programs may include multiple
facilitator records the
concepts and content,
residential sessions, virtual sessions, and action-learning projects
providing participants with taking place over the course of a few months or years.
powerful tools that aid in
decision making. 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 connect—often for the first
time—in 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.

C R E AT E M E A N I N G F U L C H A N G E :
OPEN ENROLLMENT OPTIONS
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 together to an open
enrollment program are eligible
for a 15% discount. We hope team
discounts encourage companies
to sponsor teams of employees
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
20 individuals to any number of our
open enrollment courses may qualify
for additionally discounted pricing.
Contact EnterpriseClients@mit.edu
to learn more.
M U LT I P L E P R O G R A M
R E G I S T R AT I O N D I S C O U N T
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
Note: Some programs are

excluded from any type of discount.
Visit executive.mit.edu/exclusions
for a list of ineligible programs.
CUSTOM PROGRAMS SUCC ESS 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 program—held both on
campus and in Hong Kong—that gave the
company’s 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 organization’s efforts
to excel as a learning organization.
Read more at executive.mit.edu/fung

ACCENTURE TECHNOLOGY
Accenture Technology needed a learning partner that would help its employees around the
world acquire new skills to stay ahead of the competition in the high-velocity technology
marketplace. MIT Sloan designed an online global learning engagement that was conducted
in real time and in a highly interactive virtual environment. The curriculum was developed to
address the company’s immediate business needs and its long-term goals. The learning space
created by the ongoing program gave participants an opportunity to step back and be exposed
to the issues and new developments that affect Accenture, their clients, and future challenges.
Read more at executive.mit.edu/accenture
THE AUSTRIALIA AND NEW ZEALAND

BANKING GROUP LIMITED (ANZ)
One of the top four banks in Australia and the largest

banking group in the Pacific region, ANZ needed
a sweeping digital-transformation strategy to stay
competitive in a rapidly changing banking marketplace.
ANZ’s longstanding relationship with the MIT Center for
Information Systems Research (CISR) led it to MIT Sloan
Executive Education to develop and deliver a rigorous
custom program to equip senior executives across the
global organization with a shared vision and a common
set of frameworks to effect change, immediate and long-
term. As a result, ANZ now has a structural and systemic
plan and is well into its digital transformation journey.
Read more at executive.mit.edu/anz
To read more about our custom programs,

visit executive.mit.edu/customprograms/successstories
RESOURCES THAT WORK FOR YOU
At MIT Sloan Executive Education, we offer more than a 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:
What’s New
W AT C H W E B I N A R S L E D B Y Discover the latest cutting-edge on campus or
W O R L D - R E N O W N E D FA C U LT Y online courses at: executive.mit.edu/new
Thousands of executives from around the world

have registered for the MIT Sloan Executive
Education innovation@ work Webinar Series.
TM
Check out our archive of recorded webinars on Social Media

a variety of cutting-edge topics, including how Network with global leaders, join discussions with
the world’s most successful organizations stay peers, and connect with the MIT Sloan community
through our social media channels: LinkedIn,
on top, where innovative ideas come from, Facebook, Twitter, YouTube, Google+
why good jobs are good for business, and the
hallmarks of game-changing talent strategy.
Watch at executive.mit.edu/webinars
Sign Up for Our Newsletter
Find out about programs, innovative research, and
cutting-edge business strategies:
S TAY I N F O R M E D W I T H O U R B L O G executive.mit.edu/connect-with-us
Each week, MIT Sloan Executive Education’s

innovation@ work Blog shares timely posts
TM
covering hot business topics, faculty research

and news, world events, and participant FAQ
insights. Recent posts include commentary on For answers about our Open Enrollment courses,
online programs, and Executive Certificates:
the benefits of human-centered design, time- executive.mit.edu/faq
maximizing strategies for success, and how to
make sense of IoT, 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 they’ve learned and how they’re 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 yourself. You can access the reviews, which are found on each program webpage.

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.
W E S T R I V E T O P R OV I D E A N U N C O N V E N T I O N A L V I R T U A L E N C O U N T E R
T H AT F A R S U R PA S S E S T R A D I T I O N A L O N L I N E E D U C AT I O N .
Designed specifically to fit the way executives learn and work today, our digital
programs are offered asynchronously (self-paced) and synchronously (live online).
Some of our live online courses allow participants to interact with peers and faculty
as avatars—bringing the virtual classroom alive. Participants of asynchronous
programs have opportunities to engage with peers as they complete lessons at their
own pace.
Recently, in our programs we’ve begun to experiment with robots, which enable
participants with mobility and distance challenges to participate in group activities,
conversations, and networking. Overall, synchronous or asynchronous, our
online programs integrate immersive learning while offering opportunities for
collaboration and innovative thinking.
CURRENT ONLINE PROGRAMS:

Business Process Design for Strategic Management (self-paced online)
A U G U S T 7 – S E P T E M B E R 2 8 , 2 017
page 28
Internet of Things: Business Implications and Opportunities (self-paced online)

J U LY 31 – S E P T E M B E R 2 1, 2 017
page 16
Pricing 4Dx (live online)

N O V E M B E R 2 8 – D E C E M B E R 13 , 2 017
page 25
See all of our online programs at executive.mit.edu/online
2017 2018
MIT SLOAN EXECUTIVE EDUCATION PROGRAM CALENDAR SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Advanced Management Program (AMP) 29–29
Analytics Management: Business Lessons from the Sports Data Revolution NEW 18–19 12–13 3–4
Applied Neuroscience: Unleashing Brain Power for You and Your People 3–4 27–28 23–24
Business Dynamics: MIT’s Approach to Diagnosing and Solving Complex Business Problems 18–22
Communication and Persuasion in the Digital Age 10–11 10–11 14–15 16–17
Creating High Velocity Organizations 16–17 20–21 10–11 27–28
Entrepreneurship Development Program 28–2
Fundamentals of Finance for the Technical Executive 5–6 12–13 25–26
Global Executive Academy (multi-language) 10–19
Greater Boston Executive Program March 12 – May 7
Internet of Things: Business Implications and Opportunities (self-paced online) NEW July 31 – September 21
Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making 2–4 24–26
Leading Change in Complex Organizations 13–18

M ANAGEMENT & LEADERSHIP
Leading People at Work: Strategies for Talent Analytics NEW 18–19 10–11 30–31
Managing Technical Professionals and Organizations 10–11 5–6 21–22 1–2
Maximizing Your Personal Productivity: How to Become an Efficient and Effective Executive 5–6 12–13 25–26
Negotiation for Executives 12–13 19–20 19–20 11–12
Neuroscience for Leadership 28–29 22–23 18–19
Transforming Your Leadership Strategy 26–27 17–18 1–2
Understanding and Solving Complex Business Problems 3–4 17–18 12–13 9–10
Building Game-Changing Organizations: Aligning Purpose, Performance, and People 10–11 22–23 14–15 1–2
Building, Leading, and Sustaining the Innovative Organization 12–13 12–13 1–2
Closing the Gap Between Strategy and Execution 13–14 17–18
Developing and Managing a Successful Technology Strategy 23–24 20–21 26–27 9–10
Digital Marketing and Social Media Analytics 16–17 19–20 19–20 11–12
Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain 24–29 25–2 16–21
Implementing Enterprise-Wide Transformation NEW 16–17 27–28 19–20 6–7
Innovation Ecosystems: A New Approach to Accelerating Corporate Innovation and Entrepreneurship NEW 7–8 15–16 12–13 18–19
The Innovator’s DNA: Mastering Five Skills for Disruptive Innovation 14–15 13–14 10–11 16–17
Leadership by Design: Innovation Process and Culture 9–10 28–29 27–28
Marketing Innovation 2–3 5–6 12–13 6–7

S T R AT E G Y & I N N O VAT I O N
Platform Strategy: Building and Thriving in a Vibrant Ecosystem 25–26 10–11 7–8 23–24
Pricing 4Dx (live online) 28–13
Revitalizing Your Digital Business Model 16–17 29–30 25–26
Strategies for Sustainable Business 18–20 2–4 3–5
Strategy in a Global World 16–17
Understanding Global Markets: Macroeconomics for Executives 30–1 19–21 4–6 29–31
Business Process Design for Strategic Management (self-paced online) NEW August 7 – September 28
Developing a Leading Edge Operations Strategy 9–10 24–25 5–6 13–14
Essential IT for Non-IT Executives 25–26 5–6 30–31
The Good Jobs Strategy: Delivering Superior Value to Customers, Shareholders, and Employees NEW 23–24 12–13
T E C H N O L O G Y, O P E R AT I O N S , &
VA L U E C H A I N M A N A G E M E N T
Implementing Improvement Strategies: Dynamic Work Design 31–1 3–4 14–15 1–2
Implementing Industry 4.0: Leading Change in Manufacturing and Operations NEW 7–8 19–20 8–9
Managing Complex Technical Projects 23–24 27–28 15–16
Managing Product Platforms: Delivering Variety and Realizing Synergies 23–24 17–18 21–22 25–26
Strategic Cost Analysis for Managers 2–3 19–20 13–14
Supply Chain Strategy and Management 7–8 26–27 7–8 15–16
Systematic Innovation of Products, Processes, and Services 13–17 5–9
A L L P R O G R A M D AT E S A N D F A C U LT Y A R E VA L I D A S O F J U LY 2 017 A N D S U B J E C T T O C H A N G E . P L E A S E V I S I T E X E C U T I V E . M I T. E D U F O R T H E M O S T C U R R E N T I N F O R M AT I O N .
M A SSAC HUSET TS INSTITUTE OF TEC HNOLOGY
MIT SLOAN SC HOOL OF M ANAGEMENT
O F F I C E O F E X E C U T I V E E D U C AT I O N
One Charles Park, 4th Floor, EE20

Cambridge, MA 02142 U.S.
PHONE: +1 617-253-7166
FA X: +1 617-253 -6773
E M A I L : sloanexeced@mit.edu
EXECUTIVE.MIT.EDU
MITEXECEDPG0717

Mit Sloan Executive Education 2018 Program Guide

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Mit Sloan Executive Education 2018 Program Guide

Uploaded by

Copyright:

Available Formats

PROGRAM GUIDE

September 2017 – December 2018

INVENT THE FUTURE.

EXECUTIVE CERTIFICATES p. 11–12

NEW PROGRAMS: IN PERSON

NEW PROGRAMS: ONLINE

Living MIT alumni generating

Our world-renowned faculty share decades of research

1 MIT Sloan Executive Education

At MIT Sloan Executive Education, we strive to be at the

We are, above all, privileged to welcome into our

With this new program guide, we are eager to share our

Associate Dean, Executive Education

12 Advanced Management Program (AMP) l l l l

17 Leading People at Work: Strategies for Talent Analytics NEW l l l

29 Implementing Improvement Strategies: Dynamic Work Design l l

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

3 MIT Sloan Executive Education executive.mit.edu 4

MIT Sloan School of Management

Our focused interdisciplinary

5 MIT Sloan Executive Education

Innovations in Executive Education

ELLE International Telepresence in Reviews and Global Executive

8% BUSINESS DEVELOPMENT / SALES

7 MIT Sloan Executive Education

Open Enrollment Programs: Executive Certificates: Online Options:

Enroll in our upcoming courses

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

STEVEN EPPINGER A trailblazer in the development of the widely used Design

Breakthrough concepts and methods based on

9 MIT Sloan Executive Education

“EDP is a transformational ‘once-in-a-lifetime’ program. The

“This program is miles ahead of any courses I have attended.

“John Sterman is a wonderful professor and creates an excellent

“Brilliant! This course was absolutely fantastic. Catherine

Management and Leadership Strategy and Innovation Technology, Operations, and

SAMPLE CERTIFICATE PLAN SAMPLE CERTIFICATE PLAN SAMPLE CERTIFICATE PLAN

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

SUN MON TUE WED THU FRI SAT

Global Executive Academy (multi-language) ...

11 MIT Sloan Executive Education

The AMP program allows executives to earn

SEE MORE SA MPLE AC E PL ANS: executive.mit.edu/aceinonevisit P R O G R A M R AT I N G : | 4.8

AMP Class of 2017

Analytics Management: Applied Neuroscience: Business Dynamics: MIT’s

13 MIT Sloan Executive Education

Entrepreneurship Fundamentals of Finance Global Executive Academy

15 MIT Sloan Executive Education

Management and Leadership Rating not yet available.

Leadership and the Lens: Leading Change in Leading People at Work:

17 MIT Sloan Executive Education

Negotiation for Neuroscience Transforming Your

19 MIT Sloan Executive Education

P R O G R A M F A C U LT Y: J. Bradley Morrison, 2 017 – 2 018

The program will be offered as either a

Jaime Álvarez, Jake

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

P R O G R A M F A C U LT Y: Doug Ready P R O G R A M R AT I N G : | 4.3 P R O G R A M R AT I N G : | 5.0

21 MIT Sloan Executive Education

marketing of technology or technology seeking a deeper understanding tools for success

Driving Strategic Implementing Innovation Ecosystems:

November 6–7 November 7–8

23 MIT Sloan Executive Education

P R O G R A M R AT I N G : | 4.8 P R O G R A M R AT I N G : | 3.8 Marketing Director,