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Minimizing cybercrime damage and disruption is not just the responsibility of the IT department; it?s every employee's job. There are managerial, strategic, and financial considerations in becoming cybersecure. This new online program helps you create a playbook with actionable next steps towards creating a more cyber-aware culture.
When a security breach happens, the disruption and damage can vary widely. But one thing is for certain: the effects ripple through the entire organization, often having significant operational and financial implications. Creating a cybersecure organization is a necessary goal today. Decisions about cybersecurity have implications throughout your organization?not only for technology-focused teams, but for every team. Sophisticated phishing schemes, ransomware, and data breaches are on the rise, and their level of complexity is increasing. Therefore, all of us have a role to play in keeping our organization secure.
Based on our highly-rated in-person course, Cybersecurity Leadership for Non-Technical Executives, this online program will teach you:
How to select and use the right frameworks to enhance cybersecurity decision-making in your organization
How to assess risk, improve defenses, and reduce vulnerabilities in your organization
How to speak the language of cybersecurity to enable informed conversations with your technology teams and colleagues, and ensure your organization is as cybersecure as possible

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 Driving Strategic Innovation, a six-day 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.
Program Benefits

Driving Strategic Innovation will change the way you, as a business leader, think about innovation and technology strategy, giving you a deeper, richer, more comprehensive roadmap for executing change. You will leave the program armed with the knowledge of how to influence corporate culture, alter the way your organization responds to the challenge of innovation, and strengthen relationships with partners along the value chain.

The program knits together marketing, product development, technology assessment, value-chain design, project execution, and talent management in an end-to-end roadmap for achieving breakthrough performance. It demonstrates how to build organizational relationships that facilitate knowledge transfer, both within the firm and across the value chain. Using a dynamic and integrative value-chain framework created at MIT, you will gain the capability to position your organization for future growth.

This intensive learning experience delivers 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

The Learning Experience

Executives attending the program will participate in wide-ranging and challenging discussions, project groups, simulations, and live case studies that bring them into the very heart of some of the technology labs under discussion.

Who Should Attend

Driving Strategic Innovation is designed for senior executives and entrepreneurs who have significant input into the technology and innovation strategy of their organizations. Participants should play a key role within their organizations that gives them the ability and the perspective to look up and down the value chain to appraise strategic technology options wherever they arise.

Business leaders who will take away the greatest value from Driving Strategic Innovation:

* CTOs, R&D directors, other senior executives, and entrepreneurs who are responsible for technology, R&D, and supply-chain strategy, especially where coordinated technology development issues are essential * CEOs, COOs, CIOs, and senior executives in charge of innovation or new business development * Teams charged with planning and implementing innovation or value chain strategy

Feedback from Participants

This program provides the challenges, answers, professional tools and values needed to drive breakthrough innovations in technology and operations management, and it delivers on a world-class level.- Heinz Brasic Managing Partner, Level Five Consulting Austria

Very exciting chance to think 'out of the box' and gain new perspectives. - Francesco Fanciulli Senior Vice President, Pirelli Pneumatici SPA Italy

This was one of the best educational experiences I've ever had. The faculty created an exciting environment for understanding innovation. - Jose Francisco Mendez Chief Information Officer, Sodexho Pass Venezuela

Faculty Team

Charles H. Fine, Program Co-Director Chrysler LFM Professor of Management Science at MIT Sloan and co-director of MIT's Communications Technology Roadmap project, Fine teaches in the operations management group at MIT Sloan. Author of Clockspeed: Winning Industry Control in the Age of Temporary Advantage, Fine is widely respected for his research and writings on the technology supply chain. His research emphasis has been on quality improvement, flexible manufacturing, supply-chain management, and the evolution of industry value chains in technology-intensive sectors. Fine consults widely and has worked with companies in a wide range of industries.

William A. Fischer, Program Co-Director Professor of Technology Management at IMD, Fischer has been actively involved in technology-related activities for his entire professional career. He was a development engineer in industry, an officer in the U.S. Army Corps of Engineers, and has worked as a consultant on R&D/technology issues in such industries as pharmaceuticals and telecommunications. He has served as a consultant to a number of government and international-aid agencies on issues relating to the management of science and technology, and has been the president of a joint-venture in China.

Duncan Simester Professor of Management Science, Simester is the head of the Marketing Group at MIT Sloan and is an expert on how economic theory, statistics, and operation research can contribute to the understanding and practice of marketing.

This program is designed for managers and executives who want to learn how to transform their organizations and make them more data-driven. While the technology used to analyze data is advancing, it?s still up to leaders to organize the way data is used and leveraged in an organization. This course aims to teach professionals how to lead this change, from planning to execution.
In an era of technology and information, managers and executives need to have the skills to lead their organizations with a data-driven strategy. In this course, which is based on our in-person program - Analytics Management: Business Lessons from the Sports Data Revolution, you will be exposed to the Analytics Management Framework, which outlines the strategic, technical, and managerial skills necessary to plan the integration of data analytics into your organization.
In order to develop these key capabilities, this program connects best practice case studies from the sports industry, which has led the way in analytics, to illustrate how data analytics can be used for improved insights at an organizational level. These case studies cover a wide range of factors involved in implementing data analytics in an organization, such as goal setting, identification of challenges, selection of appropriate technologies and tools, structuring of teams, interpretation and communication, and evaluation of the efficacy of an analytics strategy.
Over the course of six weeks, you?ll be guided on how to align data analytics with your organizational goals, how to improve decision making using data analytics, and how to translate analytics insights into positive, impactful action.

Design thinking is a powerful process of problem solving that begins with understanding unmet customer needs. From that insight emerges a process for innovation that encompasses concept development, applied creativity, prototyping, and experimentation. When design thinking approaches are applied to business, the success rate for innovation improves substantially.

Design thinking is a powerful approach to new product development that begins with understanding unmet customer needs. It?s a human-centered design process that approaches problem-solving with understanding the user needs. Design thinking encompasses concept development, applied creativity, prototyping, and experimentation. When design thinking approaches are applied to business, the success rate for innovation has been seen to improve substantially.
Design-driven companies such as Apple, Coca-Cola, IBM, Nike, Procter & Gamble, and Whirlpool have outperformed the S&P 500 over the past 10 years by an accumulated 211% in what's called the Design Value Index?a portfolio of 16 publicly traded companies that integrate design thinking into corporate strategy. According to a 2016 report from the Design Management Institute, this marks the third consecutive year the index has shown an excess of 200% over the S&P 500.
The Mastering Design Thinking program will lead participants through a step by step, design thinking process. To be considered successful, innovations have to solve the three key dimensions of Desirability, Feasibility, and Viability.
Desirability: Is this product or service addressing a real customer need?
Feasibility: Can we develop a solution that is technically feasible and better than competitors?
Viability: Is there a viable business model around this product or service?

This innovative three-day program uniquely applies MIT frameworks of process improvement and system dynamics to the topic of sustainability in an effort to help participants return to their organizations with practical strategies for manifesting consensus and change?at both the micro and macro levels.

For decades, MIT and MIT Sloan have been sustainability thought leaders, from Jay Forrester?s work on World Dynamics to our groundbreaking research on high performance work systems, to the formation of the Sustainability Initiative at MIT Sloan?an effort that is shaping modern discourse on sustainability.

Strategies for Sustainable Business connects executives with MIT professors and researchers who are currently breaking new ground in sustainability thinking and practice. Faculty combine interactive lectures, case studies, games, diagnostic exercises, and deep reflective work for a highly engaging experience. Participants place current business practices in a socioeconomic context and walk away with well-grounded strategies for making sustainability a reality in their organizations, industries, and communities.

Course curriculum

Day 1--WHY: This first day focuses on why sustainability is THE challenge of our generation, and its materiality to participants? particular business. Case studies reveal how industries are changing to adapt to the business risks--and opportunities--presented by megatrends like climate change and globalization.

Day 2--WHAT: Through lectures, discussions, and a hands-on system dynamics simulation (?Fishbanks?), participants will learn about available strategies at the operational level, in their extended supply chain, and across their industry. They deepen their understanding of the environmental and social dimension of sustainability and the limits of voluntary action.

Day 3--HOW: Participants chart a course toward the "hardwiring" of sustainability in their enterprise by building coalitions for change and undertaking process improvement. Lectures and discussions draw on the latest research by program faculty and include lessons on how to influence organizational culture, run experiments, conduct difficult conversations, and engage people to undertake important projects. Participants will leave the classroom knowing their next steps to move the ball forward.

"I joined this course with the highest expectations, and both professors exceeded them by far. Their work and ideas on the different dimension of sustainability gave me a different way to reflect about my professional goals and even personal beliefs."
?Froylan Hernandez-Ruiz
Senior Attorney for the Latin America Region
The Nature Conservancy

Participants will learn effective strategies for leading and effecting change on multiple levels?from the individual to the organization to the industry?and how to apply them effectively in both the short and long term.

In Strategies for Sustainable Business, participants will:

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  Gain an appreciation for the key dimensions of unsustainability and leverage points for change
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  Learn what strategies for sustainability are available at all levels of the organization, and which are most relevant to their organization
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  Understand opportunities for business value creation through more effective, sustainable use of natural and human resources and cross-sectoral collaboration
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  Learn to assess business strategies and some public policies with a distinctive, holistic, and systems-based perspective on sustainability
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  Build an action plan for innovation and continuous improvement on sustainability
• Receive feedback from faculty so that they are better equipped to implement, influence, and lead when they return to work

Grounded in extensive cognitive research on how we learn and observe, Communication and Persuasion in the Digital Age is designed to help executives and managers become successful communicators in person and in virtual contexts: from group discussions to presentations to social media.

Advancements in technology and the rapid proliferation of digital media, data analytics, and online collaboration require executives to lead their organizations with sophisticated communication skills, adapted for these new ways of working. To be a successful leader today, you must be able to effectively persuade and influence at all levels, in person and virtually, and with supporting data.

Edward Schiappa and Ben Shields draw on cutting-edge communication research, theories of persuasion, studies on parasocial interaction, and empirical studies on compelling storytelling to help participants solve problems, make quality decisions, and motivate people. Session topics include speaking persuasively, visual persuasion, communicating quantitative information clearly, and adapting messages to audiences.

The program will help you leverage new communication skills and harness the power of persuasion to:

• Influence attitudes and change behaviors in your organization
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  Understand how new technology shapes the way we work and communicate
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  Bring your message and your medium into alignment
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  Support your message with data analytics
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  Manage virtual communications with power and presence
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  Apply the latest research to become a confident and inspiring public speaker
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  Create a compelling story to galvanize and motivate people
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  Adapt and deliver your message across different media channels and to diverse audiences
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  Advance the level of discourse within your organization

This intensive program details a unique and powerful approach to integrating business and technology strategy and to developing profitable ventures and technologies. Participants are introduced to a set of tools to identify high-leverage projects, match product strategy to market dynamics, capture market value, and change organizational capabilities to reflect evolving markets and technological dynamics.

A great idea does not guarantee great profits. If a company's R&D dollars are going to pay off in profitable products and technologies, it needs a strategy that not only makes markets, but also beats the competition. This program presents a depth of challenges that extend from R&D to manufacturing, engineering, project management, product strategy, and new ventures. It provides an innovative and powerful approach to developing and managing technology and products that people want to buy. The program material will also explore ways to link those technologies and products with a company's business strategy.

Participants will develop the skill to identify profitable projects for their research dollars and find out how to capture the value of those projects. They will learn how to build technical capabilities for products that create value for their customers and how to restructure their organizations to respond to market and technical dynamics. Most important, they will leave the program with the know-how to implement their strategies for maximum benefit.

The Participants Developing and Managing a Successful Technology and Product Strategy is a must for senior general and technical executives involved in developing, managing, or marketing technology or products, or with managing organizations that sell their products in rapidly changing markets. The program is designed for managers in technology-intensive organizations, marketing and business development executives in technology organizations, and R&D managers in any organization.

Faculty

Pierre Azoulay, International Programs Professor of Management Professor, Technological Innovation, Entrepreneurship, and Strategic Management. His current research focuses on empirical studies of the supply of biomedical innovators, particularly at the interface of academia and the biopharmaceutical industry. He also is interested in the topic of academic entrepreneurship, having recently concluded a major study of the antecedents and consequences of academic patenting. In the past, he has investigated the impact of superstar researchers on the research productivity of their colleagues, and the outsourcing strategies of pharmaceutical firms, in particular the role played by contract research organizations in the clinical trials process.

Ezra W. Zuckerman Sivan, Associate Professor of Strategic Management and course head of the Core Strategy Department at the MIT Sloan School of Management, is an economic sociologist with a focus on social network analysis. He studies how social structures of various kinds emerge and influence behavior and key outcomes for individuals, teams, and organizations. Zuckerman’s current research projects include a study of industry peer networks, exclusive groups of non-competing peer firms from the same industry that gather on a regular basis to learn from one another’s experiences and to motivate one another to achieve higher performance.

Over the past two decades, some of the most profitable and successful firms are those that have adopted a digital platform model?a strategy whereby the company allows two or more disparate groups to interact over a platform to co-create value; for example, website developers and users on Akamai, recruiters and employees on LinkedIn, and drivers and customers on Uber. In this two-day program, participants eager to develop or launch a digital platform approach will learn why and how their business strategies may need to be revised to be successful.

In 2013, fourteen of the top 30 global brands by market capitalization were platform-oriented companies - companies that created and now dominate arenas in which buyers, sellers, and a variety of third parties are connected in real time. In today's networked age, the cloud, social media, and mobile devices are fueling this platform competition, and more and more companies want in. However, many companies do not succeed in becoming platform leaders because their technology and/or business strategies fall short.

While many platform strategies are well known (e.g. Apple's iTunes), there are other less-heralded platforms that are exploring new ways to create and capture value. These include: dynamic pricing, usage fees, highly targeted product and service offerings, inbound marketing, and network effects.

Key questions the faculty explores include:

• Is a customer segment with the highest willingness to pay the most valuable segment?


• When is tying a customer to a platform (sometimes called lock in) counter-productive?


• Which pricing formats seem to boost revenues but actually slow platform adoption?


• How can companies get in front of the common evolution patterns of platforms?


• When should leaders be wary of platform envy?

Through case studies and Q&A, experienced managers will emerge with insights for refreshing their company's strategic approach and participating profitably in the multi-sided marketplaces of the future.

By the end of this two-day course, participants should be able to:

• Identify examples of traditional and non-traditional forms of platforms


• Describe the common evolution patterns of multisided platforms, including same-side vs. cross-side network effects


• Identify customer and user groups whose affiliation with the platform is most valuable


• Decide whether to try to tie customers to a platform or not; the value of open vs. proprietary networks


• Design strategies to undermine an established platform or to defend against such attacks


• Describe the principles of platform pricing and how to inform the design of an effective pricing format


• Recognize the concrete implications of trade-offs in platform design, governance, and staging


• Decide whether a given value proposition is best developed as a stand-alone platform, or as a complement embedded into another platform's ecosystem;or whether to pivot away from platform strategies all together.