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Cambridge, MA

Developing a Leading Edge Operations Strategy

April 24-25, 2018

Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures and time zones, geographies and geopolitical situations. To navigate this intricate world filled with new and different kinds of risk, executives need to know how to make the most efficient use of a company?s material, people, and processes; how to manage more complicated global networks; how to optimize service and quality levels of performance; and how to minimize risks yet maintain required capacities. This program will draw on real issues confronting manufacturing and service companies today, providing strategic frameworks to enable executives to make smart choices so their companies can deliver the high-quality products and services they are committed to providing their customers.


Many participants attend this program along with Supply Chain Strategy and Management.

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 service and manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:


  • Vertical integration and the factors that affect strategic decisions
  • Process design and process engineering
  • Integration of people systems with technical systems
  • 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
  • Outsourcing, supplier power, and trends in supplier management

Cambridge, MA

Supply Chain Strategy and Management

April 26-27, 2018

Led by world experts, this practice-oriented program investigates a robust MIT framework for better managing supply chains in today's rapidly changing markets. Participants will explore:

  • The next big trend in supply chain strategy, and the key skills required to be successful
  • How to better structure a company's supply-chain strategy
  • Guidelines for making strategic sourcing and make-buy decisions
  • How to integrate e-business thinking into supply chain strategy and management
  • How to blend recent developments in information systems and communication technology with sophisticated decision support systems and create a comprehensive strategy for manufacturing and logistics
  • "Clockspeed benchmarking," a tool for deriving critical business insights and management lessons from industries with the highest obsolescence rates of products, process technologies, and organizational structures (industrial "fruit flies")
  • How to assimilate sustainability into your supply chain strategy
  • Why all advantages in fast clockspeed environments are temporary

Many participants attend this program along with Developing a Leading Edge Operations Strategy.

In the past, supply chain practice has been primarily tactical, but this program presents a new and innovative approach to supply chain design, which will enable program participants to better understand:

  • The role of supply chain design in business strategy and why, if not linked, your supply chain design can undo a company's entire business strategy
  • Forces that influence supply chain structure?how supply chain structures change; how supply chain structures and industry structures overlap; and how these structures are affected by the speed of change in a given industry
  • Integrating supply chain design with product and process development
  • Connecting supply chain design with supply chain management and logistics
  • Supply chains in the age of e-business

Leading Change in Complex Organizations

May 13-18, 2018

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

One of a Series: MIT Holidays

MIT Closed - Memorial Day

May 28, 2018

Advanced Management Program

May 29 - June 29, 2018

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

Understanding Global Markets: Macroeconomics for Executives

June 4-6, 2018

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

Developing a Leading Edge Operations Strategy

June 5-6, 2018

Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures and time zones, geographies and geopolitical situations. To navigate this intricate world filled with new and different kinds of risk, executives need to know how to make the most efficient use of a company?s material, people, and processes; how to manage more complicated global networks; how to optimize service and quality levels of performance; and how to minimize risks yet maintain required capacities. This program will draw on real issues confronting manufacturing and service companies today, providing strategic frameworks to enable executives to make smart choices so their companies can deliver the high-quality products and services they are committed to providing their customers.


Many participants attend this program along with Supply Chain Strategy and Management.

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 service and manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:


  • Vertical integration and the factors that affect strategic decisions
  • Process design and process engineering
  • Integration of people systems with technical systems
  • 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
  • Outsourcing, supplier power, and trends in supplier management

MIT Campus, Cambridge, Massachusetts

Platform Strategy: Building and Thriving in a Vibrant Ecosystem

June 7-8, 2018

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.

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