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Mastering Innovation and Design-Thinking

July 10-12, 2017

Insanely successful companies, like Apple, Virgin, Toyota, and others, innovate continuously because of their culture of design-thinking. When done right, this thinking links inspiration and passion to execution and delivery—positively affecting every facet of the product and service.

For you to be successful at work, you need to know how to think like a designer when approaching an engineering task alone, but you especially need design-thinking skills when working within a team or leading a team. By applying a design-centered approach you’ll be able to conceive of radically innovative solutions, deeply understand who your real stakeholders are and what they care about, create vision that gets buy-in from senior management and colleagues, avoid hazards, and create solutions that people love both emotionally and intellectually.

Using a 10-step design process and a 3-step vision creation and communication process, you’ll experience the design process first hand in this interactive class that will expand your thinking and help you and your teams create more powerful solutions. You’ll learn how to create materials that align technical and non-technical audiences, understand the vital importance of the psychology behind how people interact with technology, how to manage creativity, and how to assess the effectiveness of your solutions.

WHO SHOULD ATTEND
This course is targeted for design engineers, research engineers, project engineers or managers, product engineers, members of the technical staff, applied scientists, and research scientists. The course would also be of interest to those who supervise early career professionals and those in academia (e.g. engineering and science graduate students, and post-docs).

Technology and Sustainability

July 10-12, 2017

The purpose of this class is to address the issue of sustainability from an engineering perspective. First we review the concept of sustainability from several points of view including economics, ecology, and engineering. This discussion includes the widely used “Triple Bottom Line” approach of industry. The current state of the “Science of Sustainability” will be reviewed. We then develop a resource accounting perspective in some detail with the emphasis in four areas:

1) energy resources analysis, energy flows, balances, efficiencies, primary energy use, energy return on investment, net energy analysis, renewable energy.

2) material resources analysis (including not only the materials used in the delivery of products and services, but also the effects on major material cycles such as carbon, water, and nitrogen). This approach will be expanded to aggregate both fuels and non-fuel materials by using an exergy analysis approach.

3) life cycle assessment of products and services (including variations on the method such as input-output models, hybrid models, and exergy models and a critique of the utility of LCA).

4) accounting for the role of ecosystem services in supporting industrial activities.

The class uses our new book Thermodynamics and the Destruction of Resources (Cambridge University Press, 2011) and builds these topics from a solid basis. Examples will be taken from diverse areas but with special attention to current and emerging chemical and manufacturing processes and product analysis. Participants are encouraged to bring sample cases for discussion, and class will include time for hands-on LCA for products and services of your choice.

Who Should Attend
This class is intended for engineers and managers from manufacturing, design, energy, and sustainability, as well as for academics (faculty, researchers, and graduate students).

Cambridge, MA

Global Executive Academy (multi-language)

July 11-20, 2017

This program is a transformative learning experience designed to fit the time and language constraints of experienced executives from a wide variety of industries and countries. A new frontier in executive education, it extends MIT content to the non-English speaking world through a multilingual experience. The program was redesigned for 2016 to include a wider variety of management topics and additional world-class MIT Sloan faculty. Topics include: leadership, strategy, innovation, systems thinking, marketing (branding), communications, negotiations and finance. Translated materials and simultaneous interpretation into Mandarin, Portuguese and Spanish are offered, provided there are a minimum of 10 participants per language.* Other languages may also be considered. Upon completing the program, participants will earn an Executive Certificate in Management and Leadership.

* Languages will be confirmed by May 10, 2017. Register early to ensure your preferred language will be offered!

Registration deadline is June 9, 2017.

BONUS! Any participant who pays in full by April 3rd will be invited to a special Dean?s Luncheon which will take place during the program. Interpretation services will be available, if needed.

This program is a transformative learning experience designed to fit the time and language constraints of experienced executives from a wide variety of industries and countries. A new frontier in executive education, it extends MIT content to the non-English speaking world through a multilingual experience. The program was redesigned for 2016 to include a wider variety of management topics and additional world-class MIT Sloan faculty. Topics include: leadership, strategy, innovation, systems thinking, marketing (branding), communications, negotiations and finance. Translated materials and simultaneous interpretation into Mandarin, Portuguese and Spanish are offered, provided there are a minimum of 10 participants per language.* Other languages may also be considered. Upon completing the program, participants will earn an Executive Certificate in Management and Leadership.

* Languages will be confirmed by May 10, 2017. Register early to ensure your preferred language will be offered!

Registration deadline is June 9, 2017.

BONUS! Any participant who pays in full by April 3rd will be invited to a special Dean?s Luncheon which will take place during the program. Interpretation services will be available, if needed.

Takeaways

Big picture understanding of the global economic environment including responses to international conflict and the resulting impact it can have on your business and local economy

  • Familiarization with MIT?s 4 Capabilities Leadership Model and a template for charting your own organization?s strengths and opportunities for improvement
  • A clearer vision of your personal brand, your company?s value proposition and ways to strengthen your competitive position
  • Ideas on how to innovate and insights on how to lead organization-wide innovation
  • Financial tools and acumen critical for executive-level decision making
  • Negotiating techniques and multi-cultural negotiating experience
  • An expanded network of talented, worldly executives from a variety of industries and countries, and the diverse perspectives they?ll share with you over your two week journey with us
  • New insights, skills and frameworks that you can immediately apply to your business when you return home
  • An Executive Certificate in Management and Leadership from MIT Sloan Executive Education and a 20% discount on any future programs
  • Language Requirements
    Global Executive Academy is offered in English with simultaneous interpretation into Mandarin, Portuguese and Spanish (provided there are at least 10 paid participants in each language; other languages may also be considered). Most pre-readings and written classroom materials are translated into the target language. Supplemental readings are offered in English only. The program is primarily designed for international executives and leaders with a basic working knowledge of English who prefer to experience the program and actively participate in their native language. Participants should be able to speak with high proficiency in either English or one of the interpreted languages (to be finalized by May 10, 2017).


    All email inquiries as well as the pre-program administrative processes will require the use of English, so please plan accordingly when completing these steps:

    • Application form
    • Customer service inquiries
    • Follow-up communications regarding acceptance, payment, and visa issues


    Application and Payment Requirements
    To register for Global Executive Academy, please submit an online application. Once admitted, you must submit a non-refundable deposit of $2,900 in order to secure your enrollment in the program. The remaining balance of $12,000 must be submitted no later than June 9, 2017. Standard cancellation and deferral policies will apply to this amount.


    U.S. Entry Requirements
    It is the participant's responsibility to understand and comply with the entry requirements for travel to the United States. Please note that some citizens are required to hold a Machine Readable Passport or visa in order to enter the United States. Visit the U.S. Department of State website, or contact your local embassy or consulate, to determine the requirements based on your country of origin. If you require a visa invitation letter, please email us at execacademy@mit.edu as soon as possible after your non-refundable deposit has been made, and we will provide you with the letter.

    Cambridge, MA

    Marketing Innovation

    July 11-12, 2017

    You've created an innovative new product or service that could revolutionize your industry, but do you know how to successfully bring it to market? Are you prepared to assess market opportunities? Will customers readily understand the value of your innovation? This program is designed to provide executives who already have deep technical or functional experience with a thorough review of the key marketing concepts as they relate to new innovations and new products. This course also covers new digital techniques and the evolution of marketing as a data-driven science.

    Even the most brilliant innovation can fail if you don?t know how to market it. In other words, just because you build it doesn't mean they'll come. Marketing Innovation helps participants leverage marketing concepts and research to better influence the outcomes of new products and innovations. Participants learn how to evaluate market attractiveness, think about the design and management of distribution channels, and understand pricing architectures.

    The first day of the course provides a strategic and practical approach to understanding consumer decision making, analyzing company strengths, and assessing the competition. This strategic approach is applied to real world examples to help technical executives learn to identify the right product for the right market opportunity. On the second day, the course turns to practical issues, including pricing architectures, building channel relationships and marketing communications decisions. Participants will learn the pros and cons of digital marketing and explore how to leverage new digital techniques to optimize marketing outcomes.

    After completing the two-day program, participants will have learned a common language that they can use to interact more effectively with the marketing and strategy professionals in their own firms.

    Please note: Marketing Innovation is replacing Strategic Marketing for Technical Executives, also led by Professor Catherine Tucker. Because of some overlap in curriculum, this new program is not recommended for previous participants of Strategic Marketing for Technical Executives from the last four years.


    Takeaways

    Participants of this program will learn how and when to contribute to their organization's marketing strategy. Technical executives and non-marketing managers will learn how to:

    • Develop a strategic framework for assessing market opportunities
    • Anticipate and take advantage of surprising inconsistencies in the customer decision process
    • Leverage pricing architectures best positioned to help capture value
    • Choose the digital marketing channels best suited for their product and market
    • Communicate more effectively with the marketing team

    Cambridge, MA

    Implementing Industry 4.0: Leading Change in Manufacturing and Operations

    July 11-12, 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

    Cambridge, MA

    Leading People At Work: Strategies for Talent Analytics

    July 11-12, 2017

    While people have always been critical to the success of organizations, many business leaders still make key decisions about their workforce based on intuition, experience, advice, and guesswork. However, today’s leaders can improve their people decision-making based on the collection and systematic analysis of data.

    Leading People at Work: Strategies for Talent Analytics focuses on the strategies that can be used to successfully design and implement people analytics in an organization. Faculty draw on the latest practices and research to illustrate how leading companies are using cutting-edge techniques to analyze data about their employees to and make their organizations and their individual employees more successful. In doing so, we will explore areas where talent analytics are most effective, and where it is particularly important to incorporate them. Participants of this program will gain a deeper understanding of how and when people analytics can be applied to improve critical issues such as recruiting and hiring, performance evaluation, promotion and training, compensation, and organizational change.

    The program takes the perspective of the general manager when examining how emerging big data analytical approaches applied to human resource management can be used to advance business objectives. By the end of this course, participants will understand how and when big data can be used to make key employee decisions, enabling executives to position themselves as a strategic partner in their company’s talent management.

    This course is not intended to teach statistics or programming. Nor will this course cover the issues involved when gathering (and analyzing) data. Instead, it is intended to acquaint participants with key strategies for the design and implementation of people analytics in an organization.

    Cambridge, MA

    Managing Product Platforms: Delivering Variety and Realizing Synergies

    July 13-14, 2017

    Companies from Airbus to GE use product platform strategies to deliver more variety to their customers and compete more effectively. For example, Black and Decker uses shared motors and batteries across a range of power tools.

    These firms realize quicker new market entry and reduced costs but, in order to do so, they must orchestrate complex, multi-product development projects.

    Recent research suggests that many firms fail to earn a return on their platform investments. This work has uncovered that many firms face systemic pressure to diverge from their platform sharing. Several cases studied realized less than half of their platform sharing goals. Are these failures the result of a flawed strategy or poor execution?

    This course focuses on helping companies develop strong platform strategies and execution programs, by understanding the managerial levers necessary to operate in complex development environments. The course content draws on case examples from a diversity of industries, and is designed to engage executives, with explicit sessions for sharing and discussing industry experience.

    At the conclusion of this program, executives will be equipped with a clear understanding of:


    • Named platform strategies and past corporate examples
    • Criteria for evaluating market conditions in which the strategy is appropriate and not
    • Identified management levers for use in complex programs
    • Key performance indicators for successful platform development
    • Benchmark savings and investment sizing data from other firms
    • Knowledge and examples of failure modes from past platform efforts
    • Differentiate industry platforms, supply chain platforms, and product platforms

    Cambridge, MA

    Understanding and Solving Complex Business Problems

    July 13-14, 2017

    This program will introduce participants to "systems thinking"? as a response to the rapid changes in technology, population, and economic activity that are transforming the world, and as a way to deal with the ever-increasing complexity of today's business. Systems thinking was devised to improve people's ability to manage organizations comprehensively in a volatile global environment. It offers managers a framework for understanding complex situations and the dynamics those situations produce. Senior managers can use the system dynamics method to design policies that lead their organizations to high performance. The program is intended to give participants the tools and confidence to manage organizations with full understanding and solid strategy.


    Participants will experience the Beer Game, a table game, developed by Jay Forrester. Played with pen, paper, printed plastic tablecloths, and poker chips, it simulates the supply chain of the beer industry. In so doing, it illuminates aspects of system dynamics, a signature mode of MIT thought: it illustrates the nonlinear complexities of supply chains and the way individuals are circumscribed by the systems in which they act.

    The program will offer a new way of thinking about and resolving complex, persistent problems that emerge from change. Applying organization theory along with intuitive principles of feedback control, participants will learn to:

    • Assess the likely impact of different policies and decisions that relate to their organization's growth, stability, and performance
    • Recognize business system archetypes that can trigger persistent, long-term problems
    • Use state-of-the-art management tools to identify relationships
    • Intervene effectively to make fundamental changes

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