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MIT Campus, Cambridge, Massachusetts

Neuroscience for Leadership

October 15-16, 2020


This program will provide hands-on application of concepts and techniques deriving from brain research and psychology that can improve your individual leadership performance, as well as that of your team and organization.


Research in the cognitive sciences is leading us to a greater understanding of how to improve personal and leadership behaviors and performance. Those who grasp the meaning and implications of this research will be positioned to take competitive advantage. This program provides hands-on application of concepts and techniques deriving from neuroscience and psychology that can improve your individual performance, as well as that of your team and organization.


Neuroscience for Leadership focuses on:


  • Your stuck neural patterns as a leader

  • The power of neuroplasticity in unleashing your brain agility and resilience

  • Creating the conditions for success in your organization by leading teams and shifting the culture from fear to trust

  • Visioning the future using the power of storytelling


Issues we will examine include:


  • How neuroscience techniques can be applied to leadership development

  • Understanding the scope of agility and diversity of thinking in adult brains

  • Mindsets?can you move from fixed to growth?

  • Deeply embedded leadership patterns and immunity to change

  • Basic human emotions and mindfulness

  • Cultural diversity and creativity

  • Ecosystem leadership


Participants will be offered brain-friendly catering, guided meditation, optional yoga class, and a confidential brain profiler report.


You may also be interested in Tara Swart's new two-day course Applied Neuroscience: Unleashing Brain Power for You and Your People.


Through lectures, discussions, and hands-on practice exercises, Neuroscience for Leadership will empower you to:


  • Raise your awareness of existing leadership behavioral patterns

  • Focus attention on behaviors and actions promoting resilience

  • Harness neuroscience to embed sustainable behavior change through plasticity of brain connections and pathways through deliberate practice

  • Implement measures to hold you to account and pre-empt barriers to leading sustainable performance

Cambridge, MA

Strategies for Sustainable Business

October 19-21, 2020


This innovative three-day program uniquely applies MIT frameworks of process improvement and system dynamics to the topic of sustainability in an effort to help participants return to their organizations with practical strategies for manifesting consensus and change?at both the micro and macro levels.


For decades, MIT and MIT Sloan have been sustainability thought leaders, from Jay Forrester?s work on World Dynamics to our groundbreaking research on high performance work systems, to the formation of the Sustainability Initiative at MIT Sloan?an effort that is shaping modern discourse on sustainability.


Strategies for Sustainable Business connects executives with MIT professors and researchers who are currently breaking new ground in sustainability thinking and practice. Faculty combine interactive lectures, case studies, games, diagnostic exercises, and deep reflective work for a highly engaging experience. Participants place current business practices in a socioeconomic context and walk away with well-grounded strategies for making sustainability a reality in their organizations, industries, and communities.


Course curriculum


Day 1--WHY: This first day focuses on why sustainability is THE challenge of our generation, and its materiality to participants? particular business. Case studies reveal how industries are changing to adapt to the business risks--and opportunities--presented by megatrends like climate change and globalization.


Day 2--WHAT: Through lectures, discussions, and a hands-on system dynamics simulation (?Fishbanks?), participants will learn about available strategies at the operational level, in their extended supply chain, and across their industry. They deepen their understanding of the environmental and social dimension of sustainability and the limits of voluntary action.


Day 3--HOW: Participants chart a course toward the "hardwiring" of sustainability in their enterprise by building coalitions for change and undertaking process improvement. Lectures and discussions draw on the latest research by program faculty and include lessons on how to influence organizational culture, run experiments, conduct difficult conversations, and engage people to undertake important projects. Participants will leave the classroom knowing their next steps to move the ball forward.


"I joined this course with the highest expectations, and both professors exceeded them by far. Their work and ideas on the different dimension of sustainability gave me a different way to reflect about my professional goals and even personal beliefs."
?Froylan Hernandez-Ruiz
Senior Attorney for the Latin America Region
The Nature Conservancy


Participants will learn effective strategies for leading and effecting change on multiple levels?from the individual to the organization to the industry?and how to apply them effectively in both the short and long term.


In Strategies for Sustainable Business, participants will:


  • Gain an appreciation for the key dimensions of unsustainability and leverage points for change

  • Learn what strategies for sustainability are available at all levels of the organization, and which are most relevant to their organization

  • Understand opportunities for business value creation through more effective, sustainable use of natural and human resources and cross-sectoral collaboration

  • Learn to assess business strategies and some public policies with a distinctive, holistic, and systems-based perspective on sustainability

  • Build an action plan for innovation and continuous improvement on sustainability
  • Receive feedback from faculty so that they are better equipped to implement, influence, and lead when they return to work

Cambridge, MA

Applied Neuroscience: Unleashing Brain Power for You and Your People

October 20-21, 2020


This highly experiential course explores neuroscience concepts and techniques to help leaders motivate and inspire their peers and employees in ways that catalyze innovation and increase business success.

The course will take a deep dive into neuroscience concepts and techniques to help you - brain and body - through a method of unleashing potential in yourself and others.


Through a balance of theory and application, neuroscientist and MIT Sloan Senior Lecturer Dr. Tara Swart will examine the latest neuroscience research and how it can inform your personal and professional practices. Program topic areas include:


How to boost, refuel, and re-direct your cognitive resources
Embodied leadership and somatic practices
Creative and intuitive ideas for revolutionizing collaboration
Neural pathways that underlie procrastination, risk profile, and resilience (Swart's Neural Tethering Model based on research from MIT's financial engineering department)
The impact of gender and cultural diversity on confidence and creativity in organizations and teams
Working with technology to empower human potential


Hands-on exercises will include enacting successful scenarios through creative, visual activities, guided meditation focused on peak performance, and optional yoga.


Note: This is not a science course; it is a leadership course based on scientific research. The program is designed for executives who are looking for new methods to inspire and motivate their colleagues.


MIT Campus, Cambridge, Massachusetts

Creating High Velocity Organizations

October 22-23, 2020


What makes some organizations capable of generating and sustaining high-velocity, unparalleled, relentless improvement and innovation? This program will introduce the fundamental principles by which such acceleration occurs, give examples of those principles in practice, and give participants an opportunity to test how those principles can be applied and translated to their own work.


Some organizations achieve such exceptional levels of performance?time to market, quality, safety, affordability, reliability, dependability and adaptability?that it puts their rivals to shame. Though few in overall number, they exist in manufacturing, high tech, heavy industry, product design and production, and services, such as health care delivery. The select few are capable of generating and sustaining such high-velocity, broad-based, relentless improvement and innovation, that they achieve unparalleled levels of excellence. Learn what drives the success of these companies.


The Learning Experience

Creating High Velocity Organizations employs several teaching techniques: presentations, case discussions, video dramatizations, and an in-class simulation emphasizing a participatory style to maximize the opportunities for "learning by doing." The program material is organized into thematic modules designed around the four key principles of building the discovery capability in an organization?smart work design, creative problem solving, continuous knowledge sharing, and developing of discovery skills among employees. Each module consists of several sessions, which demonstrate, first, the positive impact through successful application of those key principles, and then provides examples of negative results when those principles were clearly needed but not applied. Each session is punctuated by facilitated small-group exercises, in which participants can actively apply the ideas and examples offered in class to their own specific, real-life situations.


Assignment Required Before Arrival

This program will provide multiple opportunities for participants to explore their own processes. Participants should come prepared to work on an important challenge in their organization.

This program will enable participants to:


  • Create an organization where work is done by harnessing the best-known approaches available and signaling the need for new knowledge.
  • Solve problems as they arise and to develop new understanding that prevents the problems from recurring.
  • Multiply the impact of local discoveries by making them useful systemically throughout the organization.
  • Lead an organization where discovery is encouraged, supported, and promoted at all times. 

The MIT Edge

Traditional business-school curricula tend to focus on teaching decision-making skills as a way to success. However, many companies today?especially those in relatively new industries?find themselves lacking the information or the experience needed to make the decisions that could determine their future. That is where the leaders' ability not only to think, but also to behave like innovators, becomes vital to the success of the organization. Known for its commitment to innovation, with this program MIT Sloan offers a rare opportunity for participants to learn how to channel their curiosity into innovators' behavior.

Cambridge, MA

Analytics Management: Business Lessons from the Sports Data Revolution

October 22-23, 2020


Are you looking to take your analytics strategy to the next level? This new program provides executives the opportunity to step back and engage in the guided strategic thinking necessary to develop, refine, and implement an analytics program for their organization. It taps into the best practices from the sports industry?s analytics revolution as a case study.

Analytics are the present and future of sports, on and off the field. While the sports industry is an analytics pioneer, data driven decision-making has become essential to business success in nearly every industry. Starting an analytics program, however, is easier said than done. Taught by renowned sports strategist Ben Shields, this program provides executives insight into the sports industry's secret sauce; and helps them apply it immediately to the development of their own analytics program.

The first day of the program focuses on designing an analytics strategy. Faculty will introduce a strategic framework for developing an analytics program. Executives will learn how sports organizations have applied this framework on both the team personnel and business sides. Day one will conclude with an action-learning exercise to guide students in developing a working draft of their analytics strategy.

On the second day, the curriculum will focus on implementation. The success of an analytics program is not only driven by sound strategy but also the ability of an organization (and its executives) to execute through effective leadership and management. Critical topics on day two include making the right technology decisions, building and organizing an analytics team, and communicating data for impact. The day will close with a capstone session on leading an analytics transformation during which participants will share their new analytics vision for their organization.

Note: This is not an advanced data science course. This program is designed for executives who are looking for strategic insights and action plans on the management of analytics.

Cambridge, MA

Leadership by Design: Innovation Process and Culture

October 22-23, 2020


Successful companies create compelling, disruptive products and services by cultivating a culture of design thinking?and by putting people at the center of their process. These firms innovate continuously by connecting with customer needs and emotions and demonstrating effective design leadership. Learn how enable this design culture at your organization to achieve buy-in for your vision and create solutions that consumers love.


This new program helps individuals and teams understand and practice human-centered design. You will learn both strategic and hands-on techniques for structured exploration through prototyping. You 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.


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 story telling
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 human-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

Strategic Cost Analysis for Managers

October 27-28 2020


This cost analysis course 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, strategic cost analysis helps you answer the granular, 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

"I came to this program with the goal of better understanding how businesses make financial decisions about the projects they invest in. The program met my expectations in every respect. Both the content and the instructor interaction helped me understand the bottom line." - Peter N., Past Participant



"Excellent course for managers to better understand cost accounting and how to build up strategies using cost accounting tools."
- Nawaf A. Past Participant



"As a chartered accountant and a finance practitioner, I came with the mindset that it was going to be a refresher. I was wrong! Plus, the networking opportunities I gained from this class still serve me today." - Segun O. Past Participant

Cambridge, MA

Building Game-Changing Organizations: Aligning Purpose, Performance, and People

October 29-30, 2020


Game-changing organizations rewrite traditional playbooks. They stand out. They often create disproportionate value relative to their size and resources. They have big dreams but know how to get things done. These organizations have a palpable "buzz" to them. They have a breakaway business model, but they also have a breakaway spirit and organizational culture.


Leaders of these game-changing organizations understand the power and importance of telling their companies' compelling stories. They are hard-edged business leaders but they also embrace what others might consider to be the "soft side" of leading: purpose, vision and climate. They know how to integrate the hard and soft sides of leadership into a powerful formula that makes them game-changers. These leaders, and their organizations are: purpose-driven; performance-oriented; and principles-led. The weaving together of these three capabilities simultaneously is what helps them get and stay out in front.

Participants in this new program will learn what it takes to build game-changing organizations that make their teams and areas of responsibility world-class talent factories. They will also discuss the importance of building an authentic and energizing culture, and learn from the successes and challenges of various companies that have been on similar journeys of transformation.

Participants in this program will:


  • Understand what it takes to build game-changing organizations
  • Be provided with the resources and tools to articulate their company's powerful story--what we call their "collective ambition"
  • Examine how to integrate the "soft" side of leading (purpose, vision, culture) with the hard side (strategy, operational priorities, brand) into a powerful formula
  • Understand the importance of building an authentic and energizing culture
  • Understand what it takes to make their companies world-class talent factories

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