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Cambridge, MA

Strategic Cost Analysis for Managers

November 2-3, 2017

This program offers a unique opportunity for program and project managers to learn cost accounting-based management practices and strategies for making smart business decisions that justify outcomes and create value. Whereas financial accounting is used primarily to communicate the overall results for an entire organization to external parties, managerial accounting helps you answer the granular, the day-to-day questions: How much does this product cost to make?  How should I price this service?  How do I use the budget process to help me plan better in the first place?  How do I evaluate the performance of my employees? Program material is drawn from our popular and highly rated MBA course on managerial accounting, and topics include product costing, activity based management, flexible budgeting, variance analysis, and performance measurement systems.

The program offers a series of interactive lectures, cases, and small group exercises that will help participants better understand:

  • The language and mechanics of cost accounting that goes on within complex organizations
  • Cost allocation, absorption costing, and transfer pricing, and their effect on reported performance
  • How to identify good results even though the accounting numbers look bad, and bad results when the accounting numbers look good
  • Companies' internal metrics for evaluating management

Cambridge, MA

Supply Chain Strategy and Management

November 7-8, 2017

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

Cambridge, MA

Innovation Ecosystems for Leaders: Delivering Sustainable Competitive Advantage

November 7-8, 2017

Innovation is a driver of productivity, comparative advantage, economic growth, and enterprise value. But innovation does not happen in a vacuum. It requires a network of participants—entrepreneurs, corporate managers, investors, researchers, university faculty, venture capitalists, government officials, suppliers, and customers—who comprise the ecosystem. Innovating in such ecosystems creates a new set of challenges for organizations and their leaders. Executives often find it hard to get beyond the buzzwords to harness the power of this phenomenon for their organizations.

This new course draws on MIT research to provide an introduction to innovation ecosystems, to demystify this important concept, alongside the broader topics of innovation and entpreneurship, and to explain how the right ecosystem can provide both an inspiration for innovation and source of competitive advantage. Participants will learn to understand their role as stakeholders in innovation ecosystems. They will learn ways to assess both their local and other ecosystems (including Boston and elsewhere) as potential locations for innovation centers, etc. And also to partner with startup entrepreneurs, research universities, ‘risk capital’ providers and other corporate/government stakeholders, on on accelerators, prizes, and hackathons.

Participants in the program need not aim to become corporate entrepreneurs or intrapreneurs themselves, but they should want to understand—as leaders and managers—how to access external innovation from the ecosystem, and how to lead on internal innovation.

Cambridge, MA

Implementing Industry 4.0: Leading Change in Manufacturing and Operations

November 7-8, 2017

The term "Industry 4.0" refers to the combination of several major innovations in digital technology that are poised to transform the energy and manufacturing sectors. From advanced robotics and machine learning to software-as-a-service and the Industrial Internet of Things, these changes enable a powerful new way of organizing global operations. But how should executives lead this change within their own organizations so as to not negatively impact production, customer satisfaction, and corporate culture?


Implementing Industry 4.0: Leading Change in Manufacturing & Operations is a new program designed to help executives implement large scale technological change. Topics discussed include:

  • New business models and forms of operations that are currently being enabled by technological innovations such as the Industrial Internet of Things (IIoT)
  • The "hidden factory" that results from a counterproductive and unpredictable mix of old and new technologies. Over time, this results in an unknown "process" that delivers defect-laden products behind schedule.
  • The importance of decoding cultural and workforce factors prior to making an investment in new technologies
  • The overemphasis on visioning at the expense of fully understanding existing systems, the context in which those systems are operating, and the people who must use the technology
  • Ways to increase a factory?s "IQ," leading to more productive and safer operations
  • The role of the front-line leader in the adoption and successful execution of the new technology


* This course is not focused on the features or selection of specific Industrial Internet of Things/IIoT technology products or services. Instead, it is intended to help senior leaders in manufacturing and operations who are deploying Industrial Internet of Things technologies to obtain greater value from their businesses by diagnosing the states of their systems, measuring activities appropriately, and overcoming cultural obstacles to deployment of productive technologies.

In this program, executives and frontline managers will explore methods and tools that individuals, teams and organizations can use immediately to get the greatest value from technological change. Participants of this program will learn how to:

  • Identify current-state problems that need to be removed prior to the introduction of new technology
  • Eradicate "hidden factories" issues in process models and operations development of workforce skills
  • Successfully incorporate new technologies without disappointing customers, overburdening employees, and hurting short-term cash flow
  • Sequence the introduction of IIoT to accelerate adoption and time to cash flow
  • Use IIoT to leverage existing Lean/Six Sigma/continuous improvement efforts
  • Develop a coherent roadmap they can share with their entire company

Cambridge, MA

Innovation Ecosystems: A New Approach to Accelerating Corporate Innovation and Entrepreneurship

November 7-8, 2017

NEW for 2017

Innovation is a driver of productivity, competitive advantage, and enterprise value. But it does not happen in a vacuum. Innovation requires connections, just as entrepreneurship does, among key stakeholders?entrepreneurs, universities, risk capital providers, government, and large corporations. These connections are increasingly taking place in ?innovation ecosystems? and through programs such as accelerators, hackathons, prize competitions, and co-working spaces in which stakeholders and communities contribute and share resources (e.g., talent, ideas, infrastructure, money, and connections).


How can leaders harness the power of these open innovation ecosystems around the globe or in a specific region of interest for their organizations? If you are a business or government leader interested in engaging in an innovation ecosystem to find talent, ideas, and entrepreneurial ventures, this new program will provide you with the tools and frameworks necessary to take externally focused innovation and entrepreneurship activities to the next level at your organization.

Drawing on recent MIT research, this highly practical program helps leaders:

  • Understand why innovation is a challenge in their organization
  • Assess and identify the innovation hub(s) with which to engage (e.g. Boston, Israel, London, Berlin, etc.)
  • Consider how best to engage in these ecosystems?via hackathons, accelerators, venture competitions, etc.
  • Develop new organizational practices to break down internal silos and the ?fortress mentality? and shift toward a more open innovation ecosystem framework
  • Identify what their organization wants from the ecosystem?and what they can give back to it, with metrics that can track such changes


Participants in the program need not aim to become corporate entrepreneurs or intrapreneurs themselves, but they should want to understand?as leaders and managers?how to access external innovation and entrepreneurship from the ecosystem and accelerate internal innovation and corporate entrepreneurship.

This course is designed for executives in both public and private sectors, ranging from senior managers and corporate entrepreneurs to C-suite executives and future leaders. The program will also be of value to entrepreneurs, regional development officers, investors, and government policymakers.


Participants must be interested in encouraging innovation in their organizations or regions, especially through leveraging innovation ecosystems. Participants from both developed and emerging markets are encouraged to attend.

Cambridge, MA

Developing a Leading Edge Operations Strategy

November 9-10, 2017

Enterprises are becoming increasingly global, with supply chains and manufacturing processes spanning oceans and continents. To navigate the global marketplace, senior managers need to know how to plan the most efficient use of material resources, as well as manage more complicated global networks and optimize service and quality. This program will draw on real issues confronting manufacturing and service companies today to provide a strategic framework for making the kinds of major decisions every company faces.

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

* Vertical integration and the factors that affect strategic decisions
* Outsourcing, supplier power, and trends in supplier management
* 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, and the role of services
* How to survive in a world of outsourcing, and how to decide whether and where to go

This program is best suited for senior managers from manufacturing and service industries who are responsible for developing and executing operations strategy, including:

* COOs
* Strategic planners
* VPs of business strategy, operations, supply chain management, services, and product development; Operations general managers
* Senior project and program executives

in operations management. His latest book, Operations Leadership was published in 2007.

Cambridge, MA

Leadership by Design: Innovation Process and Culture

November 9-10, 2017

Leadership by Design will help both individuals and teams understand and practice human-centered design. Participants in this program will learn both strategic and hands-on techniques for structured exploration through prototyping. They will also learn how to enable an action-based organizational culture in which empathy is generated, trial and error is encouraged, and failure is celebrated as a source of learning, all resulting in successful innovation. It is intended to introduce the concepts of human-centered design to individuals and teams who are not already familiar with these design-based concepts and their application.


Drawing on the resources of MIT?s Integrated Design & Management curriculum and its new Integrated Design Lab (ID Lab), this program combines the inspired, intuitive methods taught in the world?s best design schools with the systematic, analytical methods for which MIT is world-renowned. This program is led by Matthew S. Kressy, creator and Director of Integrated Design & Management (IDM).


Course content includes:


  • Discussions on expression and culture
  • Field exercises in observation, exploration, and user empathy
  • Lectures on concept generation
  • Studio exercises in persona development and storytelling
  • Lectures and case studies pertaining to design leadership
  • Hands-on sketch modeling and rendering exercises
  • Functional prototyping workshops
  • Opportunities to build, test, and iterate prototypes in teams
  • Concluding discussions on process and leadership

The tools presented in the program can be applied to any range of human-centered innovation problems and opportunities including products, services and social/societal challenges.


By applying a design-centered approach to leadership, you?ll be able to conceive of radically innovative solutions to multifaceted problems, create a vision that gets buy-in from senior management and colleagues, avoid hazards, and create solutions that people love both emotionally and intellectually.

Cambridge, MA

Developing a Leading Edge Operations Strategy

November 9-10, 2017

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

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