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Cambridge, MA

Closing the Gap Between Strategy and Execution

July 18-19, 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.

Cambridge, MA

Digital Marketing and Social Media Analytics

July 19-20, 2018

New digital technologies have fundamentally reshaped marketing theory and practice the last decade alone. Technology has changed the modes of communication through which firms engage with consumers. Moore's law has made the storage and analysis of consumer data scalable, creating opportunities for fine-grained behavioral analytics. New monitoring tools have fostered precise and personalized customer relationship management practices. The rise of mobile phones and tablets has enabled location based messaging and reciprocal communication. The ubiquity of video content has promulgated rich, native advertising programs. The global emergence of social networking has enabled networked based predictive modeling and new forms of targeting and referral strategies based on the preferences of consumers' peers. And finally, new social media have brought all of this onto the public stage, with word-of-mouth conversations driving brand awareness and brand loyalty, and user-generated content on review and ratings sites making or breaking demand for products or services.

This two-day course provides a detailed, applied perspective on the theory and practice of digital marketing and social media analytics in the 21st century. We will cover concepts such as the difference between earned and paid media, predictive modeling for ad targeting and customer relationship management, measuring and managing product virality, viral product design, native advertising, and engaging the multichannel experience. Throughout the course we will specifically stress the theory and practice of randomized experimentation, AB testing and the importance of causal inference for marketing strategy.

Topics covered in this course include:

  • Search marketing
  • Social network marketing
  • Social media analytics
  • User generated content management and marketing
  • Mobile advertising and commerce
  • CRM strategy in the age of big data and digital advertising
  • Earned vs paid media
  • Predictive modeling for ad targeting
  • Viral product design
  • The multichannel experience
  • Randomized experimentation
  • A/B testing

Upon completion of this course you should have a fundamental understanding of:

  • The digital advertising ecosystem and attribution and pricing models for digital advertising
  • The fundamentals of web and app analytics and KPIs for web traffic and commerce
  • Search engine marketing, search engine advertising, ad auctions, and strategies for optimizing search engine advertising
  • Social network marketing and social network targeting
  • Predictive analytics using social network data, peer-to-peer marketing and personalized social advertising
  • Targeting and segmentation, specifically demographic targeting and segmentation, behavioral targeting and segmentation, social targeting and segmentation
  • Social listening?analysis of user generated content, reviews, ratings and their effects on consumer demand
  • Mobile commerce and analytics

MIT Campus, Cambridge, Massachusetts

Negotiation for Executives

July 19-20, 2018


Negotiation is a daily practice within business organizations. We negotiate all the time--with clients and partners, vendors and suppliers, supervisors and colleagues, employees and recruits. Successful negotiation requires self-awareness, preparation, and practice. This program addresses all three requirements by providing extensive personalized feedback, tips for efficient pre-negotiation planning, and plenty of opportunities to practice and hone your negotiation skills. Drawing on fundamental negotiation principles based on scientific research as well as specific real-world examples, this program aims to enhance personal gains in negotiation, while simultaneously sustaining important relationships.

The MIT Edge

True to the deeply analytical and quantitative MIT style, the material in this program is based on extensive scientific research by Professor Curhan and his colleagues. Professor Curhan is renowned not only for his engaging interactive teaching style, but also for his pioneering research on the social and psychological components of negotiation. His research includes topics such as: conceptions of fairness, concern for personal integrity, lasting reputations, company loyalty, preference change during the course of a negotiation, norms for appropriate negotiating behavior, and relational dynamics among negotiators who interact multiple times

In this program, participants will learn how to:

* Leverage their own specific personality traits and abilities to boost negotiation outcomes
* Enhance bargaining power to claim a larger share of the pie
* Recognize and resolve different types of issues to create and claim value
* Develop strategies for efficient pre-negotiation preparation
* Build and maintain working relationships without forfeiting economic outcomes
* Deal with difficult tactics

Powerful negotiators are valued at all levels of an organization. If your responsibilities include interacting in some shape or form with others, then this program is for you. Typical participants' areas of expertise tend to include:

* sales and marketing
* planning and development
* operations management
* strategic partnerships
* supply-chain agreements
* recruitment and human resources

Course material is presented in a series of lectures, discussions, and engaging exercises that provide extensive personalized feedback and are designed to teach participants how to leverage their individual traits to achieve success and build lasting relationships at the bargaining table. Prior to the first day of sessions, participants are strongly encouraged to complete a detailed written questionnaire that will better customize the experience for each individual negotiator.

Faculty
Jared Curhan
Ford International Career Development Professor
Associate Professor of Organizations Studies

Professor Curhan specializes in the psychology of negotiation and conflict resolution. A recipient of support from the National Science Foundation, Curhan has pioneered a social psychological approach to the study of "subjective value" in negotiation (i.e., feelings and judgments concerning the instrumental outcome, the process, the self, and the relationship). His current research uses the Subjective Value Inventory (SVI; Curhan et al., 2006) to examine precursors, processes, and long-term consequences of subjective value in negotiation.

Deeply committed to education at all levels, Curhan received MIT's institute-wide teaching award presented annually by the graduate student council. Curhan is founder and president of the Program for Young Negotiators, Inc., an organization dedicated to the promotion of negotiation training in primary and secondary schools. His book, Young Negotiators (Houghton Mifflin, 1998), is acclaimed in the fields of negotiation and education and has been translated into Spanish, Hebrew and Arabic. The book has been used to train more than 35,000 children across the United States and abroad to achieve their goals without the use of violence.

Online.

Business Process Design for Strategic Management (self-paced online)

August 7 - September 28, 2018

Based on our highly-rated Implementing Improvement Strategies program, this six-week online course broadens access to the knowledge of industry thought leaders such as Nelson Repenning and Donald Kieffer, who integrated decades of industry practice and academic investigation to create Dynamic Work Design. The online program offers those who would previously be limited in accessing the on-campus course the opportunity to engage with a portion of the content in a flexible and personalized way, through a highly collaborative and supportive online environment. You?ll learn to implement improvement strategies naturally in your everyday work, not from a prescribed list, but from a deep personal understanding of the principles.


Unplanned events happen in all businesses - from communication breakdowns and the rise and fall of costs, to tighter turnaround times and employee disengagement. Use these pain points to lead improvement strategies and innovation in your organization with this online program which will expose you to the principles and development of Dynamic Work Design from the very creators of this sustainable operations improvement methodology. This program aims to teach you how to implement continuous improvement strategies into your organization?s work design, as well as change the way you think about your own work and role as a leader within a particular area of improvement.


You?ll develop an understanding of how to go about implementing improvement strategies; why improvement strategies usually fail; the psychological reasons behind learning, change, and motivation; principles of good work design; and how to go about problem solving effectively. The program culminates in the identification of issues within your organization and the development of a structured problem-solving document based on the A3 approach to continuous improvement which was first employed at Toyota and successfully adopted by many companies.

One of a Series: MIT Holidays

MIT Closed - Labor Day

September 3, 2018

Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain

September 16-21, 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

Cambridge, MA

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

September 24-26, 2018

A few days spent away is precious little time to make a difference in your leadership capability, but 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 200+ 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?

Cambridge, MA

Fundamentals of Finance for the Technical Executive

September 25-26, 2018

This program is designed to provide senior technical managers with the financial concepts, strategies, and tools needed to deal more effectively with corporate financial management. Course curriculum focuses on basic financial principles for project evaluation, funding, and resource allocation, helping leaders to work more effectively with financial decision makers and apply the principles of finance to short-term and long-range goals.

Today's technical executive must be able to use finance to persuade corporate financial officers to fund projects as well as use financial tools to address senior management's concerns about risk. Focused on basic principles of accounting and financial decision making for managers, this program will help transform a technical manager?s ability to manage and advocate for both day-to-day and long-term activities. 

This interactive, hands-on program will enable participants to:


  • Understand how funding decisions are made and how they can influence those decisions by applying financial principles to project evaluation and resource allocation
  • Learn how to assess projects for their potential economic value
  • Conduct discounted cash flow (DCF) valuations

This program is designed for executives who manage project teams and departments, and technical professionals involved with R&D, product and software design, engineering, and other scientific and technical work. No advanced quantitative skills are required, but participants should bring calculators.


Past participants have included key members of technical management, such as:


  • CIOs
  • Chief technologists
  • Head scientists
  • R&D and product development directors
  • Engineering and manufacturing vice presidents
  • Corporate strategists
  • Project managers
  • Systems information managers

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