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Mastering Innovation and Design-Thinking-Winter Session

January 23-24, 2018

Insanely successful companies, like Apple, Virgin, Toyota, and others, innovate continuously because of their culture of design-thinking. When done right, this thinking links inspiration and passion to execution and delivery—positively affecting every facet of the product and service.

For you to be successful at work, you need to know how to think like a designer when approaching an engineering task alone, but you especially need design-thinking skills when working within a team or leading a team. By applying a design-centered approach you’ll be able to conceive of radically innovative solutions, deeply understand who your real stakeholders are and what they care about, create vision that gets buy-in from senior management and colleagues, avoid hazards, and create solutions that people love both emotionally and intellectually.

Using a 10-step design process and a 3-step vision creation and communication process, you’ll experience the design process first hand in this interactive class that will expand your thinking and help you and your teams create more powerful solutions. You’ll learn how to create materials that align technical and non-technical audiences, understand the vital importance of the psychology behind how people interact with technology, how to manage creativity, and how to assess the effectiveness of your solutions.

WHO SHOULD ATTEND
This course is targeted for design engineers, research engineers, project engineers or managers, product engineers, members of the technical staff, applied scientists, and research scientists. The course would also be of interest to those who supervise early career professionals and those in academia (e.g. engineering and science graduate students, and post-docs).

Entrepreneurship Development Program

January 28 - February 2, 2018

This program leverages MIT's culture of high-tech entrepreneurship to help entrepreneurs, corporate venturing executives, high tech startup companies, and others involved in entrepreneurial environments learn what they need to develop ideas into successful businesses, and how to increase entrepreneurial opportunities in their corporations, institutions, and regions. 

Through lectures by senior MIT faculty, visits to high tech startup companies, and live case studies with successful entrepreneurs, participants will be exposed to the content, context, and contacts that enable entrepreneurs to design and launch successful new ventures based on innovative technologies. Specially designed team projects give participants hands-on training and practical experience developing a business plan, while networking events bring participants together with members of MIT?s entrepreneurial community.

The concepts, tools, and frameworks covered in the program will enable participants to:


  • Create, identify, and evaluate new venture opportunities
  • Interpret customer needs and quantify the value proposition
  • Start and build a successful technology-based company
  • Understand how the process of starting new ventures may vary geographically and culturally
  • Leverage new science and technologies from corporate or university laboratories
  • Develop winning business plans
  • Scale startups to be globally successful
  • Navigate the venture capital investment process
  • Obtain feedback on personal entrepreneurship skills
  • Enhance and expand their networks

Past program participant, Joe Tree shares the top five things he learned about business at EDP in his blog. "It's not often your outlook on life changes perceptibly in five short days, but if you ever find yourself enrolled in MIT's Entrepreneurship Development Program, that's exactly what you should expect."

This program is designed for aspiring entrepreneurs, corporate venture officers, startups, and those who would like to develop or strengthen a climate of entrepreneurship in their corporations, universities, and regions. Teams of entrepreneurs or intrapreneurs are encouraged to attend the program together with university staff and/or development professionals from their region.


Titles of past participants have included:


  • CEO
  • Managing Director
  • Vice President
  • Chief Technology Officer
  • Director of Knowledge and Technology
  • R&D Manager
  • Business Development Manager
  • Investment Manager
  • Venture Manager
  • Development Officer
  • Head of Innovations and Enterprise
  • Professor
EDP-ParticipantIndustry

As of 2014, living MIT alumni have launched 30,200 active companies which employ roughly 4.6 million people and generate nearly $2 trillion in annual revenues. If they formed a nation, these companies would constitute the world?s 10th largest economy, ranking between Russia and India. Learn more by reading the 2015 report, "Entrepreneurship and Innovation at MIT: Continuing Global Growth and Impact."


The Entrepreneurship Development Program is led by the team at the Martin Trust Center for MIT Entrepreneurship, including Bill Aulet, Executive Director; Ed Roberts, Founder and Chair; and Fiona Murray, Faculty Director. The mission of the Trust Center  is to educate and nurture the leaders who will make new ventures successful. More than 1,600 students attend over 30 entrepreneurship courses at MIT each year. In addition, over 1,400 participants from 65 countries have attended executive education programs organized by the Trust Center. Alumni of the programs form a vibrant and dynamic worldwide support network for the next generation of entrepreneurs and intrapreneurs.

The Intersection of Leadership & Innovation

February 12, 2018 - April 28, 2018

Do Your Leaders Nurture Innovation? In The Intersection of Leadership & Innovation, MIT?s Dr. David Niņo helps participants harness the kinetic energy of leadership, empowering them to lead with self-awareness and creativity?the essential building blocks for innovative teams, cultures and organizations.

Building E51

The Profit of the earth: Global Seeds of American Agriculture

February 16, 2018, 2:30-4:30 PM

Courtney Fulilove
Wesleyan University

One of a Series: MIT Holidays

MIT Closed - Presidents' Day

February 19, 2018

Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain

February 25 - March 2, 2018

How do the most successful innovators generate more than their fair share of smart ideas? How do they unleash the creative talent of their people? How do they move ideas through their organizations and supply chains that are not only creative but fast to market? The answers to these key questions form the core of this program for business leaders and entrepreneurs who are determined to position their companies for future growth.

Offered jointly with IMD, this program will combine marketing, product development, technology assessment, value-chain design, project execution, and talent management in an end-to-end roadmap for achieving breakthrough performance. Using a dynamic and integrative value-chain framework created at MIT, participants will gain the capability to position their organizations for future growth.

Participants will leave this program armed with the knowledge of how to influence corporate culture, alter the way their organization responds to the challenge of innovation, and strengthen relationships with partners along the value chain. This intensive learning experience will deliver long-term value, helping business leaders to:

  • Meet technology challenges, from R&D to manufacturing, project management to engineering
  • Link technology decisions with business strategy
  • Integrate product development, process developments, and value-chain strategy
  • Develop organization and supply-chain strategies to position the company for future growth
  • Leverage learning and innovation collaboration with customers, lead users, and suppliers, maximizing the value of research
  • Understand how technologies and markets evolve and how they are linked
  • Outperform the competition by generating breakthrough ideas
  • Cope with shorter product life cycles, while delivering greater customer satisfaction
  • Optimize sourcing and ?make-buy? decisions
  • Integrate supply-chain design with concurrent engineering
  • Engage talent within the organization and across the value chain

Building E51

Menagerie: People and Wildlife in the American City

March 9, 2018, 2:30-4:30 PM

Peter S. Alagona
University of California Santa Barbara

Greater Boston Executive Program

March 12 - May 7, 2018

The Greater Boston Executive Program (GBEP) prepares high-potential professionals for executive leadership. By incorporating new research concepts and management practices, this intensive, eight-week program helps executives to enhance their people management skills, leadership capabilities, and ability to direct and carry out necessary organizational changes. Participants will learn how to apply findings from the behavioral sciences to build stronger organizations and graduate better equipped to lead change, organize for innovation, and manage an increasingly technical workforce. The program's frameworks and modules are complemented by the small class size, close student-faculty interaction, and the diversity of topics and participant backgrounds.


The course will be held once a week over nine weeks. Participants who complete the program will receive both a GBEP certificate of completion and an MIT Sloan Executive Education Certificate in Management and Leadership.


Course curriculum is divided into three main topic areas:


Leadership
The leadership-focused sessions will introduce participants to MIT's Four Capabilities Leadership Framework, a powerful tool for understanding and integrating four critical components of leadership?sense-making, relating, visioning, and inventing. This segment of the course will develop the participants? ability to practice these capabilities through cases, experiential exercises, role-plays, videos, and self-assessments.


Organizational Change
Organizations are changing rapidly in an increasingly uncertain world; dealing with these changes requires new skills and attitudes on the part of managers. This segment is concerned with the strategic, political, and cultural aspects of leading individuals and groups within and among organizations. Understanding how organizations and groups behave and change is necessary if managers are to act effectively in their current and future positions. Participants will engage in case discussions, small group problem solving exercises, and a computer simulation designed to provide insight and skill when leading organizational change.


Strategic Human Resource Management
While employees have always been central to the functioning of organizations, today they have taken on an even more critical role in the building of a firm?s competitive advantage. The effective employment of human resources in order to improve company performance is the essence of human resource management. This segment of the course approaches personnel and HRM problems and challenges from the general manager?s standpoint, combining up-to-date research findings with case materials and views HR theory and practice in light of current and emerging trends in the workplace.

By the end of the eight weeks, participants will have an understanding of:


  • Leadership as a skill and practice-based process
  • Forces that are transforming traditional management goals and practices
  • Strategic political, and cultural challenges faced by all organizations
  • Current models and trends in human resource management
  • Strategic HR practices such as selection, training and development, performance appraisal, and reward systems and the application of these concepts to real world situations
  • Skills to identify, evaluate, and resolve a variety of issues related to the critical task of managing people

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