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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

BT Centre 81 Newgate Street London EC1A 7AJ (opposite St. Paul underground station)

One of a Series: ILP Conference

2018 Systems that Learn Conference in London

February 27, 2018, 8:30 AM - 5 PM

The future will be smart; the future will be networked; the future will be system-based. The 2018 Systems that Learn Conference in London, jointly hosted by the MIT Industrial Liaison Program and Imperial Business Partners, Imperial College, will bring together academics, industry leaders and MIT and Imperial College spinoffs to explore how data analytics can improve the way humans organize themselves and how machines can radically improve the way they support humans.

MIT general map location link

2018 MIT Startup Workshop - The Future of Energy Innovation

March 1, 2018, 8:30-11:30 AM

The future of energy innovation is complex. MIT Startup Exchange is convening the 3rd annual Energy Innovation event to discuss the latest advances in energy innovation from the perspective of industry, academia, venture, and startups in the MIT ecosystem. The workshop will cover innovation models, technologies, collaboration patterns, and partnerships and trends in energy tech, policy, commercialization, innovation, and startups.

Join MIT Startup Exchange, the MIT Industrial Liaison Program, MIT faculty, MIT-connected startups, investors, and corporate innovators on Thursday, March 1, 2018, to explore how synthetic technology is shaping society, business, and life as we know it. The target audience is the MIT innovation ecosystem, including faculty, students, startups, and ILP member companies.

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

People Analytics: Transforming Management with Behavioral Data

March 12-13, 2018

Born out of the MIT Media Lab, people analytics, using behavioral data to understand and manage organizations, has fundamentally changed how companies operate. This course will provide participants with a foundation in people analytics through discussion and hands-on exercises with real world data and tools. There are basic questions that have an impact on businesses that no one can answer. How much does the executive team communicate with engineering? Is a manager really spending time with their team? How often should a salesperson speak with a customer? The reason we can?t answer these questions is a lack of data. Surveys and consultants are useful, but their shortcomings are evident. They?re slow, subjective, and don?t actually measure what happens in the real world. New data has changed this equation. We are constantly generating data about our behavior: e-mail, IMs, calendar data, and increasingly sensor data about the real world. This is people analytics: using behavioral data about how people work to change how companies are managed. In this course, we?ll first investigate what data we have at our disposal now and in the near future. We?ll also discover what behavioral metrics really matter and how can you communicate these metrics to other stakeholders. Next, we?ll focus on how these new metrics and data streams can rapidly increase the speed and quality of decision making. Similar to A/B testing in the online space, now we can A/B test how businesses are managed. Compensation, IT systems, real estate decisions, and even org charts can now be rapidly deployed and quantitatively tested by combining behavioral data and key performance indicators (KPIs). We?ll discuss examples from Fortune 500 companies that have successfully used people analytics to improve their organizations, as well as how they are transitioning to an A/B testing decision making culture.

Cambridge, MA

Closing the Gap Between Strategy and Execution

March 13-14, 2018

Most leaders rely on a set of implicit beliefs about how to get things done when they try to execute their strategy. Many common assumptions about execution, however, are incomplete at best and dangerous at worst. Despite its importance, execution remains poorly understood?for every ten books on how to formulate a strategy there is only one on how to translate it into effective action. Executives often focus on specific tools, such as the balanced scorecard or management by objectives, to drive strategy execution without understanding how these tools interact with one another.


Led by Dr. Donald Sull, a global expert on strategy execution in complex organizations, this new two-day course will help leaders reframe execution so that they can avoid common mistakes and focus on the actions that are most likely to bring results. The course introduces a systemic view of strategy execution based on over a decade of research and field-tested in dozens of corporations around the world.


As part of your participation in this program, you and 30 or more of your colleagues will complete a state-of-the-art survey in advance of the course. The data from this survey will be analyzed to provide you with real-time insights that help pinpoint concrete opportunities to improve your organization?s execution capacity.


Closing the Gap Between Strategy and Execution is:


  • Practical. All of the tools and frameworks introduced in the course have been field-tested with corporations and not-for-profit organizations around the world for over a decade. Every session includes at least one self-diagnostic or template to help you translate the course content into specific actions tailored to you and your organization. The course will provide tools and takeaways to help you translate insights into concrete actions when you return to work.
  • Tailored to operating executives. The program introduces a simple framework to identify the leader?s role in execution, as well as data-driven insights to translate their strategy into measurable results. Participants will learn how to effectively structure and guide discussions that are critical to implementation.
  • Systematic and comprehensive. Execution is explored as an iterative process of making sense of the current environment, prioritizing activities and investments, securing commitments and ensuring delivery, and making revisions in light of new information.
  • Based in practical research. The course is grounded in Sull?s research, including dozens of structured experiments that involved structured interventions in companies and that quantified the impact on operational and financial results. A state-of-the art survey uses big data to measure and quantify how well organizations execute their strategy and identify specific areas for improvement.
  • Hands on and interactive. The sessions include a mix of case study discussions, interactive lectures, in-class exercises, and opportunities to learn from peers.

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