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Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain

February 25 - March 2, 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

Building E51

Menagerie: People and Wildlife in the American City

March 9, 2018, 2:30-4:30 PM

Peter S. Alagona
University of California Santa Barbara

Greater Boston Executive Program

March 12 - May 7, 2018

The Greater Boston Executive Program (GBEP) prepares high-potential professionals for executive leadership. By incorporating new research concepts and management practices, this intensive, eight-week program helps executives to enhance their people management skills, leadership capabilities, and ability to direct and carry out necessary organizational changes. Participants will learn how to apply findings from the behavioral sciences to build stronger organizations and graduate better equipped to lead change, organize for innovation, and manage an increasingly technical workforce. The program's frameworks and modules are complemented by the small class size, close student-faculty interaction, and the diversity of topics and participant backgrounds.


The course will be held once a week over nine weeks. Participants who complete the program will receive both a GBEP certificate of completion and an MIT Sloan Executive Education Certificate in Management and Leadership.


Course curriculum is divided into three main topic areas:


Leadership
The leadership-focused sessions will introduce participants to MIT's Four Capabilities Leadership Framework, a powerful tool for understanding and integrating four critical components of leadership?sense-making, relating, visioning, and inventing. This segment of the course will develop the participants? ability to practice these capabilities through cases, experiential exercises, role-plays, videos, and self-assessments.


Organizational Change
Organizations are changing rapidly in an increasingly uncertain world; dealing with these changes requires new skills and attitudes on the part of managers. This segment is concerned with the strategic, political, and cultural aspects of leading individuals and groups within and among organizations. Understanding how organizations and groups behave and change is necessary if managers are to act effectively in their current and future positions. Participants will engage in case discussions, small group problem solving exercises, and a computer simulation designed to provide insight and skill when leading organizational change.


Strategic Human Resource Management
While employees have always been central to the functioning of organizations, today they have taken on an even more critical role in the building of a firm?s competitive advantage. The effective employment of human resources in order to improve company performance is the essence of human resource management. This segment of the course approaches personnel and HRM problems and challenges from the general manager?s standpoint, combining up-to-date research findings with case materials and views HR theory and practice in light of current and emerging trends in the workplace.

By the end of the eight weeks, participants will have an understanding of:


  • Leadership as a skill and practice-based process
  • Forces that are transforming traditional management goals and practices
  • Strategic political, and cultural challenges faced by all organizations
  • Current models and trends in human resource management
  • Strategic HR practices such as selection, training and development, performance appraisal, and reward systems and the application of these concepts to real world situations
  • Skills to identify, evaluate, and resolve a variety of issues related to the critical task of managing people

Cambridge, MA

Closing the Gap Between Strategy and Execution

March 13-14, 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

The Innovator's DNA: Mastering Five Skills For Disruptive Innovation

March 13-14, 2018

Every great innovator, from Jeff Bezos to Steve Jobs, excels at asking the right questions. Day-in and day-out they seek provocative new insights by getting out of their offices and into the real world, actively observing, networking, and experimenting to generate valuable new ideas. By doing so, they improve our lives and grow our economy, finding new solutions to the most challenging problems we face. Innovative entrepreneurs and intrapreneurs act differently to think differently and, in the end, they make a significant impact..


Building on hundreds of interviews and more than ten thousand survey assessments, Gregersen delivers unique insight into the behaviors of extraordinary innovators. Participants of this new program will learn and practice important discovery skills that lead to new and disruptive innovation, ranging from product improvement to new market creation, to generate valuable, new economic growth.


These key innovation skills include:


  • Questioning the status quo
  • Observing the world like anthropologists
  • Networking with diverse people to get new ideas
  • Experimenting in small, fast, and cheap ways to reach novel solutions
  • Connecting typically unconnected insights to deliver disruptive new business ideas

To put this innovation strategy into practice, participants will identify an individual challenge for which they seek a solution and commit to innovating around that challenge throughout the two days. They will also engage in a personal diagnostic assessment to better understand their own innovation and execution focused leadership skills.

This highly interactive program will help participants:


  • Gain deeper insight into their unique innovation skill strengths
  • Build questioning, observing, networking, and experimenting capabilities to surface new ideas and value-creating innovations
  • Practice questioning skills intensively through individual and group exercises
  • Apply skills to a real individual challenge
  • Evolve their existing corporate culture to better foster these five skills

Cambridge, MA

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

March 15-16, 2018

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

Understanding Global Markets: Macroeconomics for Executives

March 19-20, 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.

MIT Campus, Cambridge, Massachusetts

Creating High Velocity Organizations

March 20-21, 2018

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.

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