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November 1, 2014Night pic of MIT dome.


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Systematic Innovation of Products, Processes, and Services (formerly Product Design, Development, and Management)

November 3-7, 2014

This five-day program explores the process of systematic innovation in product development, business processes, and service design, with a special focus on the end-to-end design and development process, beginning with creation and ending with commercialization and ongoing product/service leadership. The program introduces a structured approach to design and customer analysis processes that draws on important trends that have become essential to successful innovation in today?s businesses: the digitization of all business processes; the blending of product and service into integrated solutions; considerations around environmental sustainability; and the use of globally-distributed teams. The program will discuss how to lead these innovation processes in a fluid world where the best-made assumptions can, and often do, change midstream. At the close, it helps anticipate where the world of product design is headed.

Systematic Innovation shares MIT Sloan professors? world-renowned research on each of the focused subject areas, and asks participants to discuss these frameworks and apply them to their own personal responsibilities and experiences. The program is suitable for individuals, for teams of two or three, or for a complete program or service development team.

Key themes:
Product /Service Leadership
Product/Service Design
Product/Service Strategy
Systematic Creativity
Open Innovation

This program is appropriate for managers with responsibility in developing new complex products, services or processes ? both those with experience, and those new to their roles. While its origins stem from original MIT research of managers in manufacturing and other technology-intensive industries, this new program is built to be powerful for any manager or leader from a variety of functional areas and service-oriented as well as product oriented businesses. Discussions build from the rich cross-section of participants and their special challenges. A focus on managing complexity and technology-rich issues remains.

Samples of likely participants:
VPs of Product and Service Management
Business Development Leaders
Directors of Technology
Directors of Process Engineering
Design Directors
Research and Development Managers
Directors of Product and Service Marketing
Development Engineering Managers
Directors of Product Engineering
Innovation Managers
Engineering Managers
Directors of Industrial Design
Directors of Product and Service Development
Directors of Process Quality
VP of Product Planning

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What Constitutes Excellence in Islamic Geometric Design? Historical and Contemporary Best Practice

November 3, 2014, 6 PM

Aga Khan Program for Islamic Architecture Lecture

Eric Broug
Author and educator

MIT general map location link

Fast spectral function approximation on complex geometries: redundancy and ill-conditioning are sometimes helpfu

November 3, 2014, 4:30 PM

Daan Huybrechs
KU Leuven

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The Violence of Denial: Turkish Women's Memories of Armenians, 1789-2009

November 3, 2014, 4-6 PM

McMillan-Stewart Lecture on Women in the Developing World presents

Fatma Muge Gocek

In honor of the centennial of WWI and of the Armenian genocide, this biennial lectureship will be focused on Turkish-Amernian relations. The first of 2 lectures will be given by Fatma Muge Gocek, a prominent scholar of Turkish origin who works on Turkish sources regarding the Armenian genocide. She will be talking about how Turkish women's memoirs have remembered the disappearance of Armenians from the Ottoman Empire/Turkey.

This lecture is co-sponsored by the MIT Turkish Students Association and MIT Armenian Society

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Integrated Design for Product Success-Webinar

November 3, 2014, 12-1 PM

Matthew S. Kressy
Director and Senior Lecturer
Integrated Design & Management, MIT

About the Presentation:
Excellence in product design is at the heart of success, yet more products fail than succeed. Integrating a balance of design, engineering, and business is critical, but challenging. Getting it right in the midst of uncertainty can be messy, complex, and daunting.

In this webinar, Matthew S. Kressy, director of MIT’s newly established Integrated Design & Management master’s degree track, will discuss why product designs can succeed or fail. He will provide a high-level overview of strengths and weaknesses in currently popular design approaches. Then he will discuss:

Characteristics of good design approaches that are interdisciplinary and user-centered, yet also maximize creativity and embrace failure as a stepping stone;
Characteristics of weak design approaches, such as siloed thinking and fear of failure;
The importance of early integration of all product development disciplines;
A new model for educating design, engineering, and management professionals to be “tri-lingual” in these disciplines and work together more effectively;
General guidelines and a checklist to help organizations accurately assess their resources; and
Next steps to consider.
A Q&A will follow the presentation. We invite you to join us!

About the Speaker:
Matthew S. Kressy, director of MIT SDM’s newly established Integrated Design & Management (IDM) master’s degree track, currently co-teaches product design and development classes at MIT and the Rhode Island School of Design. He has also co-taught at Harvard, Babson College, and Olin School of Engineering.

Kressy has extensive expertise in globally distributed, interdisciplinary, design-driven product development, from deep user research and concept generation to prototype iteration, risk reduction, and volume manufacturing. An entrepreneur and founder of Designturn, he has designed, invented, engineered, and manufactured more than 100 products for Fortune 500 clients and others, including Kronos, Massachusetts General Hospital, APC, the US Army, and Teradyne Corporation.

He holds a B.F.A. in industrial design from the Rhode Island School of Design.

About MIT Integrated Design & Management

Formally launched in 2014 as a new track within the MIT System Design and Management (SDM) program, Integrated Design & Management (IDM) integrates industrial design, engineering design, and other design disciplines with management. Offered jointly by the MIT School of Engineering and Sloan School of Management, IDM is targeted at early to mid-career professionals and will be taught in an innovative design studio format. Graduates will be awarded a master of science degree in engineering and management.

Potential students and industry partners can learn more about IDM by contacting Matthew S. Kressy at mkressy@mit.edu. An IDM website will launch in mid-October at idm.mit.edu.

Managing Technical Professionals and Organizations

November 4-5, 2014

Technical professionals' goals and incentives are often different from those of other employees, and so are the management challenges that arise. Drawing on the wealth of research and industry experience of faculty and leading practitioners, this program will explore proven, practical, and innovative strategies for maximizing the contribution of technical professionals. This intensive program will focus on individual contributors and members of project teams, including cross-functional teams, and examines how to work effectively with prima donnas and independent spirits.

Participants will learn principles and strategies of crucial importance to any organization where R&D, engineering, and/or computer-related technologies lie at the core of the business. Upon completing this program, participants will gain a thorough understanding of the following subjects:

* Transferring technology between and within organizations

* Developing effective reward and incentive systems for technical professionals
* Creating a highly motivating work environment
* Managing and leading creative individual contributors
* Maximizing the technical productivity and vitality of teams
* Creating the most effective physical structure for supporting innovation
* Organizing for innovative product development

This program has been strategically designed for executives who manage technical professionals. Past participants have included:

* CIOs
* Chief technologists
* Directors of R&D and engineering
* Engineering and manufacturing VPs
* Corporate strategists
* Head scientists
* Project managers
* Systems information managers
* Product development managers
* Other key members of technical management

Cambridge, MA

Developing a Leading Edge Operations Strategy

November 4-5, 2014

Enterprises are becoming increasingly global, with supply chains and manufacturing processes spanning oceans and continents. To navigate the global marketplace, senior managers need to know how to plan the most efficient use of material resources, as well as manage more complicated global networks and optimize service and quality. This program will draw on real issues confronting manufacturing and service companies today to provide a strategic framework for making the kinds of major decisions every company faces.

In this program, senior managers will learn new approaches to operations strategy that were developed at MIT and based on best-practice research conducted among the world's leading manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:

* Vertical integration and the factors that affect strategic decisions
* Outsourcing, supplier power, and trends in supplier management
* Global facility network strategies and the future of supply chain management
* Strategic implications of process technologies
* Capacity and risk management, including capacity factors, supply and demand management, and the role of services
* How to survive in a world of outsourcing, and how to decide whether and where to go

This program is best suited for senior managers from manufacturing and service industries who are responsible for developing and executing operations strategy, including:

* COOs
* Strategic planners
* VPs of business strategy, operations, supply chain management, services, and product development; Operations general managers
* Senior project and program executives

in operations management. His latest book, Operations Leadership was published in 2007.