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Platform Revolution: Making Networked Markets Work for You (online)

May 1-22, 2017

NEW ONLINE PROGRAM in collaboration with the MIT Initiative on the Digital Economy (IDE)

The two-sided networked market is one of the most important economic and social developments of our time. What companies and industries are most affected by these platform approaches? Why is the change to network markets happening now? And, what can your company do to adapt and thrive? This digital, four-week program is designed for managers, executives, investors, and entrepreneurs interested in creating, managing, or understanding business platforms.

Note: This course is not eligible as a "program" towards the MIT Sloan Executive Certificate four program requirement but does count as one "program day" towards the Advanced Certificate for Executives (ACE).

The ranks of today?s most valuable companies are increasingly populated with those that successfully build and control platforms?the digitized, open, and participative business models creating commercially connected ecosystems of producers and consumers. The networks and markets forming around and orchestrated by companies like Google, Airbnb, Uber, and other virtual exchange enterprises are altering the structure of major industries and transforming familiar business processes, such as value creation and consumer behavior.

The ability to leverage platforms is no longer restricted to Internet upstarts. If your firm can use either information or community to add value to what it sells, then there is potential to create a viable platform for your business?or even a platform revolution in your industry. Those who understand the new business model can begin building tomorrow?s platforms in a way that leverages existing assets to create new forms of growth and value.

Platform Revolution: Making Networked Markets Work for You (online) is a new, four-week program that introduces participants to the many ways networked markets are transforming the economy and provides strategies for designing, monetizing, and launching a digital platform. Combining rigorous theory with real-world experience, this program is presented as a digital toolkit of weekly live webinars, recorded video lessons, presentations, and exercises released weekly that you can access however and wherever works best for you. Topics include platform startup, converting existing businesses, openness, network effects, innovation, cannibalization, pricing, governance, and competition.

This innovative program is taught by Geoffrey Parker, Research Fellow at MIT Sloan and the Initiative for the Digital Economy (IDE) at MIT.

Each week of the program will approach the platform revolution from a unique angle. Program modules and webinars will emphasize practical approaches and draw from social media, healthcare, entrepreneurship, enterprise software, mobile services, and consumer products to provide foundations and definitions. This course will also demonstrate established economic principles from the literature on industrial organization, two-sided network effects, information asymmetry, pricing, and game theory.

Cambridge, MA

Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making

May 8-10, 2017

A few days spent away is precious little time to make a difference in your leadership capability. Leadership and the Lens makes the most of that time by immersing participants into a different world of dynamic possibilities. Co-taught by MIT?s Hal Gregersen (The Innovator?s DNA) and Sam Abell (The Life of a Photograph), this workshop uses a familiar tool?the camera?to explore how unseen opportunities reveal themselves?and how the most effective leaders spot them, before it?s too late.


Gregersen and Abell discovered for themselves the deep resonance of their work when they met at the Santa Fe Photographic Workshops. Expecting Abell?s mentorship to make him a better photographer, Gregersen was surprised to find it also enriched his own research on leadership. His interviews with 150+ senior executives of the world?s most innovative companies?people like Salesforce.com CEO Marc Benioff and Cirque du Soleil CEO Daniel Lamarre?had led him to see that groundbreaking solutions start with catalytic questions. Now he saw that his core advice on how to reimagine organizational strategies and cultures mapped directly onto what Abell has taught for decades about creating photographs worthy of National Geographic.


To frame better questions, most leaders need to check habits and beliefs they have gained over life-long careers?for example, that they must always be confidently right and quick to call others to action. Seeing new possibilities for an organization often demands the opposite: an eagerness to find what one is dead wrong about, a willingness to step back and quietly listen, and a patience to take in the dynamics of a situation, especially an uncomfortable one. By putting themselves in contexts that compel them to adopt these new attitudes, leaders raise their odds of surfacing questions that can unlock entirely new avenues of value creation. In the same way, the best photographers commit themselves to daily habits that develop deep seeing skills. They patiently ?compose and wait? out in the field, where vulnerability often leads to inevitable, powerful images. They learn to study their settings as deeply as their subjects, and as they do, images (and life itself) light up.


Gregersen and Abell lead this workshop with all the enthusiasm that comes from their discovery of a novel, hybrid method of learning. Past participants have called it a transformative experience. To approach the world with eyes wide open and a camera in hand is to be inquisitive. It provokes questions like: What surprises will I encounter? How will I capture them? What message am I trying to share?and what will the images I produce say about me and my values as a leader? Spend these few days in Cambridge, and discover what new capabilities might develop in you.


This program is offered in association with Santa Fe Photographic Workshops, and is limited to 15 participants. Registered participants will be asked to submit 10-15 photographs they have taken, as valuable input to the instruction.


Please note: The program was formerly known as "Innovation and Images: Exploring the Intersections of Leadership and Photography."

Expect to leave this program with new insights regarding:

  • How leaders of the world?s most innovative organizations approach their work differently.
  • Why some questions prove especially ?catalytic?? capable of breaking down barriers and accelerating progress in new directions.
  • How exploring the intersection of two disciplines that combine art and science?leadership and photography?enhances creativity in both.
  • How simple changes in behavior and perspective increase your chances of encountering assumption-challenging input and exploring its implications.
  • Why the quest to uncover ?what you don?t know you don?t know? is central to both game-changing innovation and great image-making.
  • What prevailing conditions, deliberately sought or constructed by the leader, cause fresh questions to arise continually and productively?

Leading Change in Complex Organizations

May 14-19, 2017

The 21st century organization is enormously complex, difficult to understand, and even more difficult to manage. A volatile mix of dynamics are triggering changes in the workplace. As the complexity increases, effective managers must have a strong knowledge of the people in the organization and the tasks they perform. And they must have the skills to use that knowledge in practical and flexible ways. This program will present innovative perspectives on organizational change management problems and offers practical ways to solve them. The issues examined apply across organizations, national boundaries, and technical domains.

Examined in a carefully sequenced schedule of daytime (and sometimes evening) lectures and workshops, program topics will include:


  • Forces that are transforming traditional management goals and practices
  • New perspectives on managerial decision makingā??what managers can learn from recent studies on information processing, cognitive biases, and individual problem-solving skills
  • Improving the quality of decisions made under conditions of ambiguity, uncertainty, and risk
  • Techniques designed to insure the success of temporary, problem-focused groups such as task forces and project teams
  • Innovative incentives that organizations can offer to attract, retain, and manage employees who do not respond to familiar workplace rewards or aspire to traditional careers
  • Critical success factors for implementing technological change in environments where failure rates are commonplace and few technologies seem to be implemented smoothly
  • Diagnosing organizational cultures, the role and process of cultural change, and what managers can do to understand and shape that culture

Participants in this program will learn to understand and harness such critical factors as:


  • Strategic organizational design
  • Informal networks
  • Leadership styles
  • Negotiation skills

This program is designed for general managers and senior functional managers who coordinate diverse groups and groups of diverse individuals. It can also benefit staff executives who manage training and education. The benefits of the program are reinforced when three or more managers from the same organization attend. Companies are encouraged to sponsor cross-functional team participation.


Titles of past participants have included:


  • VP, Human Development
  • Executive Manager, Communications
  • Director, Organizational Learning
  • COO
  • Change Manager
  • EVP, Operations
  • Director, Corporate Strategy
  • Director of Organizational Development
  • Deputy Branch Chief
  • Director of Projects and Management Systems
  • Executive Director, Process Excellence
  • Manager, Organization and Methods
  • Manager, Strategic Human Resources
  • Organizational Development Specialist
  • Organizational Development and Training Lead
  • Programs and Business Development Manager
  • Senior Business Engineer
  • Executive Manager, HR

Advanced Management Program

May 30 - June 30, 2017

The Advanced Management Program (AMP) is a month-long senior executive program designed for a select group of experienced executives who are willing to create and sustain a learning community. AMP participants will acquire new frameworks and skills for which MIT Sloan is world renowned; make connections with colleagues who share similar experiences; and develop an expanded sense of themselves as enterprise leaders.

The Advanced Management Program (AMP) is an intense, intimate, transformative learning experience designed to fit the time constraints of seasoned, mid-career executives. This senior executive program is selective and purposely limited to 35 participants. Held on campus at MIT Sloan in Cambridge, Massachusetts, AMP is an exceptional way to:


  • Develop skills and acquire planning/thinking frameworks that are useful to entrepreneurs and those in the C-suite at most companies?especially in the science, engineering, and technology sectors
  • Engage with more than 30 of MIT Sloan?s world-class faculty around both their latest research in advanced management tactics and the ?tried and true? in such areas as strategy, system dynamics, leadership, and innovation
  • Make new, life-long connections with experienced business people from a wide variety of geographies and companies
  • Leverage multiple perspectives to advance important business issues away from day-to-day operating pressures
  • Develop critical leadership and change management skills via individualized feedback assessments and 1-on-1 leadership coaching
  • See new ideas emerging from the labs, centers, and businesses that are part of the MIT/Sloan/Cambridge "innovation cluster"


"I have two business degrees, an engineering degree, and more than 20 years of business experience? only now I can confidently say I understand macroeconomics and how to apply it to planning in my business."
?Supply Chain Leader, Multi-National Mining Company


How AMP Works
AMP delivers on its purpose as the leading senior executive program by combining a number of powerful features:


  • Exposure to MIT Sloan?s world-class faculty and their latest research
  • Access to the ?innovation ecosystem? around MIT through company visits, executive panels, a tour of labs and centers in the area
  • Learning variety: classes and case studies, business simulations, leader panels, 360° feedback and 1-on-1 leadership coaching, team-building experiences, and work on personal assessments, surveys, and projects
  • Connection with other participants of similar experience and ambition through AMP-specific courses, open-enrollment executive programs that draw global participants, and the ACE alumni network

TAKEAWAYS

The guiding purpose of the Advanced Management Program (AMP) is to deepen the ability of experienced executives to make significant and systemic changes in their companies and the world.


What Makes AMP a Unique Program for Senior Executives
AMP is designed to help seasoned executives succeed in a world that is increasingly unpredictable, competitive, and complex. Alumni tell us their experience with MIT and the program is distinctive and special in a variety of ways, including:


  • Participation in the experience of the MIT culture and heritage, especially around innovation
  • Strong focus on taking practical action: ?How does what I?m learning make me a better leader and a more valuable contributor to my business??
  • Personal learning journals that track insights and growth over the program?s duration
  • Individual Projects: content application to a project of real importance and value to each participant and their organization
  • Systemic, cross-functional, and cross-border lenses applied to current business issues
  • Faculty, coaches, and alumni who are committed to applying and generalizing from the latest management thinking and frameworks
  • Integration of personal leadership concepts, skill-building, and coaching with large scale macroeconomic and systems thinking frameworks and tools

AMP Participant Benefits

  • An MIT Sloan email-forwarding-for-life (EFL) address
  • A 20% discount on additional Executive Education programs
  • Invitations to select MIT Sloan events
  • Participation in the MIT Sloan network
  • Inclusion in the MIT Sloan alumni directory

Cambridge, MA

The Innovator's DNA: Mastering Five Skills For Disruptive Innovation

June 5-6, 2017

Every great innovator, from Jeff Bezos to Steve Jobs, excels at asking the right questions. Day-in and day-out they seek provocative new insights by getting out of their offices and into the real world, actively observing, networking, and experimenting to generate valuable new ideas. By doing so, they improve our lives and grow our economy, finding new solutions to the most challenging problems we face. Innovative entrepreneurs and intrapreneurs act differently to think differently and, in the end, they make a significant impact.

Building on hundreds of interviews and more than ten thousand survey assessments, Gregersen delivers unique insight into the behaviors of extraordinary, and often disruptive, innovators. Participants of this new program will learn and practice important discovery skills that lead to new innovations ranging from product improvement to new market creation, to generate valuable, new economic growth.

These key innovation skills include:

  • Questioning the status quo
  • Observing the world like anthropologists
  • Networking with diverse people to get new ideas
  • Experimenting in small, fast, and cheap ways to reach novel solutions
  • Connecting typically unconnected insights to deliver disruptive new business ideas

To put these skills into practice, participants will identify an individual challenge for which they seek a solution and commit to innovating around that challenge throughout the two days. They will also engage in a personal diagnostic assessment to better understand their own innovation and execution focused leadership skills.

This highly interactive program will help participants:


  • Gain deeper insight into their unique innovation skill strengths
  • Build questioning, observing, networking, and experimenting capabilities to surface new ideas and value-creating innovations
  • Practice questioning skills intensively through individual and group exercises
  • Apply skills to a real individual challenge
  • Evolve their existing corporate culture to better foster these five skills

Cambridge, MA

The Innovator's DNA: Mastering Five Skills For Disruptive Innovation

June 5-6, 2017

Every great innovator, from Jeff Bezos to Steve Jobs, excels at asking the right questions. Day-in and day-out they seek provocative new insights by getting out of their offices and into the real world, actively observing, networking, and experimenting to generate valuable new ideas. By doing so, they improve our lives and grow our economy, finding new solutions to the most challenging problems we face. Innovative entrepreneurs and intrapreneurs act differently to think differently and, in the end, they make a significant impact.

Building on hundreds of interviews and more than ten thousand survey assessments, Gregersen delivers unique insight into the behaviors of extraordinary, and often disruptive, innovators. Participants of this new program will learn and practice important discovery skills that lead to new innovations ranging from product improvement to new market creation, to generate valuable, new economic growth.

These key innovation skills include:

  • Questioning the status quo
  • Observing the world like anthropologists
  • Networking with diverse people to get new ideas
  • Experimenting in small, fast, and cheap ways to reach novel solutions
  • Connecting typically unconnected insights to deliver disruptive new business ideas

To put these skills into practice, participants will identify an individual challenge for which they seek a solution and commit to innovating around that challenge throughout the two days. They will also engage in a personal diagnostic assessment to better understand their own innovation and execution focused leadership skills.

This highly interactive program will help participants:


  • Gain deeper insight into their unique innovation skill strengths
  • Build questioning, observing, networking, and experimenting capabilities to surface new ideas and value-creating innovations
  • Practice questioning skills intensively through individual and group exercises
  • Apply skills to a real individual challenge
  • Evolve their existing corporate culture to better foster these five skills

Cambridge, MA

Understanding Global Markets: Macroeconomics for Executives

June 7-9, 2017

The Understanding Global Markets: Macroeconomics for Executives program began in 2010, and quickly became very popular. In response to participant interest in additional content on the economic policies and choices of Europe and Asia and the relative success compared to the rest of the world, we now offer the program as a three-day session. The extra day allows participants to gain a more thorough understanding of the dynamics of comparative advantage, sources of international conflict and the varied responses of economies to crisis.

This program is designed to help executives understand and predict the medium-to long-run performance of economies in order to mitigate risk, develop growth plans, and make investment decisions, both locally and abroad. Participants will leave the program with a better understanding of the global economic environment, and learn to recognize the effects of the economy on their companies, so that their business decisions may be informed and appropriate. The tools and frameworks presented in this program will enable participants to:

  • Understand the nature and behavior of financial crises
  • Learn to interpret financial indicators
  • Recognize economic trends
  • Predict likely actions of central banks and governments
  • Make informed off-shoring decisions
  • Be successful in international investments
  • Gain a thorough understanding of the dynamics of comparative advantage, sources of international conflict and the varied responses of economies to crisis.

Cambridge, MA

Strategy in a Global World

June 13-14, 2017

This program is based on a new view of the world and how business at all levels must work in the context of a globalized world. The globalized world is no longer simply a source of new markets or cost factor savings; it is a source of innovation. Companies must develop a global business strategy that encompasses all aspects of being an organization capable of developing and delivering a proposition that takes advantage of global integration to create value from and for the world.


Why did global integration turn into a strategic imperative for so many industries and companies over the last couple of decades? Why is global integration so challenging for otherwise established multinational companies?


This program addresses how the current world makes a big difference for internationalization and a global strategy, and why incumbent multinationals and emergent multinationals have fared so differently in the dire straits of the new, globalized world. Strategy in a Global World provides a systemic approach to global business strategy and the relentless quest for discovering "why and how," not just "what."


Many participants attend this program along with Understanding Global Markets.

Participants in this program will learn how to think strategically in a globalized world. They will understand the value of global integration, the implications for business enterprise and management, and the keys to global performance. Participants will also learn how to reach new markets and harness human resources from beyond their existing borders.


Participants will gain pragmatic insights on how to:


  • Begin to assess how to develop business beyond their borders
  • Choose among three distinct options for how to grow their businesses
  • Creatively choose how to grow partnerships, networks, and more
  • Recognize and harness the value of having a global scope

After completing the program, participants will be prepared to:


  • Scrutinize their company advantage or lack thereof in order to make the fundamental choice of growing globally as a "national"? (the default choice in the past), a "national plus," or a "metanational"
  • Design a global strategy that is both for and from an interdependent world, allowing their company to turn the world into the most important source of capabilities and innovation, not just of markets or lower factor costs
  • Discover the managerial nature of global integration and profit from less visible forms of local differentiation

Many participants may leave the program realizing that the optimum policy for their companies now will be one that was not there before: being a local company with a global strategy.

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