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Cambridge, MA

Building, Leading, and Sustaining the Innovative Organization

October 27-28, 2016

This program is designed to help spark the breakthrough ideas business leaders need to create successful competitive products for the future. Drawing on the latest MIT Sloan research, the program will offer a set of strategies for growing companies in the face of changing markets, technologies, and consumer demand. Specifically, participants will be presented with:

  • Tactics for dealing with the internal politics and resistance to change that can threaten innovation initiatives and early-stage developments
  • Techniques for building innovation streams
  • Processes for collecting competitive intelligence, forecasting technology change, and gathering information on user needs
  • Methods for identifying better innovations more quickly, including the lead-user method for discovering breakthrough products, services, and strategies; and innovation toolkits that enable managers to design their own mass-customized products and services

Participants will learn about the steps required to drive strategic innovation in the organization, including how to:
  • Get the right mix of people and skills to generate innovative ideas efficiently
  • Develop the processes required to support these people
  • Build cultures that encourage innovative behaviors
  • Decide which ideas are right for investment, and which new business opportunities are worth pursuing

Cambridge, MA

Corporate Entrepreneurship

October 27-28, 2016

Global interest in entrepreneurship is on the rise, and large, older corporations are beginning to explore how entrepreneurial thought and action can complement and enhance their innovation efforts. These organizations are engaged in making themselves more skillful and friendly to entrepreneurial activities as a way to venture into unprecedented or unfamiliar places. This practical course will give you an overview of the emerging field of corporate entrepreneurship (CE) and equip you to contribute to corporate efforts in any of three roles: the entrepreneurial actor, the entrepreneur?s boss, and the corporate executive seeking to make his or her firm more entrepreneurial.

Registration is limited to 36 participants. Register early!

Course Description

There are many definitions of corporate entrepreneurship (CE). For this program, it is that part of innovation where you need entrepreneurial thought and action. CE can be thought of as that subset of a firm's innovation efforts where uncertainty and risk are high, and human initiative and persistence, often individual, is essential. For a company as a whole, this means unfamiliar, "far from core" activities such as new products, markets, geographies, technologies, and business models, or even testing new organization forms or policies. But CE is not limited to external or market interactions; it also includes the actions of internal entrepreneurs to create and test a possible radical new idea, a process innovation, or other internal tools and assets, even when not formally sponsored or sanctioned by management. Furthermore, by "corporation" we do not mean limited to a particular legal form, but rather, any large organization whose primary activities are scaling, exploiting, and execution.

The course is practical and, at the same time, based on contemporary research and entrepreneurial education. We aim to give you an overview of this emerging field and equip you to contribute to corporate efforts in any of three roles: the entrepreneurial actor, the entrepreneur's boss, and the corporate executive seeking to make her firm more entrepreneurial. Given your role, what actions should you take to be successful yet safe, for yourself and the organization of which you are a part? What are the principles behind those behaviors? What must you understand about the other two roles and what should be expected of people playing those roles?

We will address the challenges that "entrepreneurs inside" (EI) face as they confront structures, systems, and policies that work well for exploiting and scaling, but that form barriers to their entrepreneurial action. We will begin the mastery of a set of tools and methods that can be applied by these individuals and the firm as it ventures into unknown or less familiar areas.
Participants who complete Corporate Entrepreneurship will:
  • Know when corporate entrepreneurship (CE) is applicable, why it might be of strategic importance to your firm, why CE is inherently difficult, and how entrepreneurs inside (EI) successfully navigate safely in a traditional organization.
  • Have a working familiarity with the logic of thought and action employed by entrepreneurs inside large organizations.
  • Understand the importance of personal desire and the need for courage in the face of risky situations
  • Understand four common challenges imposed on entrepreneurial activity and have a strategy for dealing with them.
  • Have practiced and mastered two essential tools employed by EIs.
  • Understand how a large organization can change and embody entrepreneurship, having worked work their way through one large organization?s transformation to become entrepreneurship-friendly.
  • Understand the unique requirements of managing an EI. EI participants will be better able coach their boss to support them.
  • Understand the importance of culture as both a support and deterrence of entrepreneurial action and what they can (and can't) do about it as an EI, as a manager, or as an executive.
  • Know what they, as an EI or a manager, can reasonably expect to get from their executives and how to get it. Executive participants will understand what is required of them to support CE.
This course is designed not only for corporate entrepreneurs and innovators, but also for their managers, senior executives, and colleagues such as designers. Any executives seeking to make their organizations more entrepreneurial will benefit from this program.

Building 10 Map

One of a Series: Physics Colloquium

What Should We Do with a Small Quantum Computer?

October 27, 2016, 4 PM

Aram Harrow

A large-scale quantum computer would be able to solve problems that existing classical computers would take much longer than the age of the universe to solve. This would have dramatic implications for cryptography, chemistry, material science, nuclear physics and probably other areas that are still unknown. But what about quantum computers that will be available in the next few years? Experimentalists working with ion traps and superconducting qubits have plans to build quantum computers with 50-100 qubits capable of performing some thousands of quantum gates. The company D-Wave is already selling devices with over 1000 qubits, although they can only run a single algorithm (the adiabatic algorithm) and they suffer high rates of noise. An important milestone for these early quantum computers would be to demonstrate "quantum supremacy"; that is, solving a computational problem that could not be solved using classical computers without an astronomical amount of time.

In this talk, I will analyze two algorithms that can be run on current and near-term quantum computers. First I will look at the adiabatic algorithm, which has shown promise in its ability to use quantum tunneling to solve optimization problems more efficiently than classical local search. Here I will show that a different classical algorithm (using ideas from condensed-matter theory) can simulate the adiabatic algorithm in these cases. This fast simulation suggests that adiabatic tunneling does not outperform classical computing and thus is not a promising approach to quantum supremacy. Second, I will discuss simple variational quantum algorithms that try to approximately minimize some objective function. I will describe methods of running these algorithms efficiently and will show that conjectures from complexity theory imply that these algorithms cannot in general be simulated by classical computers.

Building 6

Polyfunctional Organometallics of Zn, Mg and Li for Organic SynthesisFandric

October 27, 2016, 4-6 PM

Paul Knochel
Daniel Fandrick

MIT general map location link

Starr Forum: Honor Killings: Why They Won't End

October 27, 2016, 4:30-6 PM

Rafia Zakaria J.D
Columnist DAWN
PakistanAuthor of "The Upstairs Wife: An Intimate History of Pakistan" (Beacon 2015)"Veil" (Bloomsbury 2017)Pakistan Country Specialist AIUSA

Building E51

Allocation of Greenhouse Gas Emissions in Supply Chains

October 27, 2016, 4:15-5:15 PM

Daniel Granot
Professor University of British Columbia

MIT general map location link

Visualizing Early Russia

October 27, 2016, 5-7 PM

Valerie Kivelson
University of MIchigan

Models in Engineering

This is the second course in the four-course program Architecture and Systems Engineering: Models and Methods to Manage Complex Systems. You may take this course separately.

The goal of this online course is to have students articulate the types of models available in engineering and to choose when certain types of models are appropriate. Students will learn to approach modeling from an objectives-driven perspective, and they will develop a broad conceptual understanding of what a model is, as a prerequisite to MBSE. By engaging in comprehensive lectures from our MIT IDSS faculty members, you’ll acquire the theories, strategies, and tools you need to convert gigabytes of data into meaningful insights.

What you’ll learn

  • Evaluate whether it’s better to use a single model or an ensemble of models to support a specific decision
  • Differentiate among models that evaluate cost, performance, and value Identify and describe a model’s constraints
  • Identify the challenges of combining several models
  • Identify the types of numerical optimizations available to support a design or decision
  • Examine the tradeoffs between the use of physical and virtual prototypes for system verification, validation, and testing
  • Compare the fidelity of a range of model outputs and decide when to invest additional modeling depth