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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

Cambridge, MA

Fundamentals of Finance for the Technical Executive

October 29-30, 2019

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

Cambridge, MA

Essential IT for Non-IT Executives

October 29-30, 2020


For non-technical business leaders and corporate strategists, IT can be a source of much frustration. In many companies, the relationship between IT departments and business leaders is like a troubled marriage?miscommunication is rife, leaving executives struggling to improve the situation. This course is intended to help organizations develop a language shared by managers from various backgrounds and areas of expertise, so they can work together efficiently and productively, propelling the company toward future success.


Do you feel as though everything regarding IT takes too long and costs too much? Do you lack the language and instincts to make good decisions regarding IT? Is your company falling behind the competition in your use of technology?


Essential IT for Non-IT Executives offers essential IT management training to help non-technical senior business managers work with, oversee, and generate value from IT. Drawing on MIT Sloan research, faculty present strategies for instituting a working relationship between IT managers and business managers based on transparency?clear communication about IT performance and decision processes. The program is not meant to make an IT specialist out of every manager, but to make every manager confident in resolving IT issues and working with IT staff to make better decisions and to deliver better process change.

Through case studies, research reports, hands-on exercises, and interactive discussions with industry experts, participants learn

* how to align IT with their organizations' business goals * how to communicate those goals * how to set business and technology priorities based on those goals

Participants come away from Essential IT for Non-IT Executives with a senior manager's perspective on the most important IT issues of the day. And they leave with a clear sense of their own role in streamlining company performance through technology.

The Participant Team

This program is designed for line managers and corporate strategists who want a better handle on their role in IT oversight and management. The material is especially relevant for non-technical managers with IT responsibilities. In turn, IT managers will gain a better perspective on how to work productively with the company's senior executives. In fact, we strongly encourage participants to attend this program in tandem or as teams of IT and non-IT managers. Away from the habitual patterns of everyday work, colleagues learn to collaborate in ways they've never thought possible. Past participants have included senior managers at the division or corporate level:

* CEOs * corporate and strategic planners * presidents * executive vice presidents * COOs * vice presidents of operations

Faculty

George Westerman, Faculty Chair and a Research Scientist at MIT Center for Information Systems Research, examines executive-level management challenges at the interface between IT and business units. His reasearch on risk management, innovation, and communicating about value, including award-winning publications, is used by organizations throughout the world.

Cambridge, MA

Understanding Global Markets: Macroeconomics for Executives

November 2-4, 2020


Understanding Global Markets: Macroeconomics for Executives presents tools and frameworks 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 better able to make business decisions that take global markets and macroeconomics into account and how to interpret economic change in the context of their organization.


This course is designed to help business leaders understand monetary policy and central bank decision making, and how these factors impact the countries in which they operate. This popular program started as a two-day course, but due to participants enthusiasm, it is now offered in a three-day format. This additional time lets participants more thoroughly explore international monetary policy and how the economies across Europe, Asia, and the United States affect one another, especially in times of crises


MIT Sloan professor Roberto Rigobon brings this content to life. His fun, fast-paced, high-energy teaching style helps to convey how highly relevant macroeconomics are to businesses today.


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

Visual Management for Competitive Advantage: MIT?s approach to Efficient and Agile Work

November 3-4, 2020

This program helps executives understand how continuous improvement strategies, sustained over a long period of time, affect core business metrics and business development strategy and contribute to the success of the organization. This course equips managers with a fundamental understanding of how visual management?as well as their own approach to management?can be improved to create competitive advantage.


This program ? built on a foundation of highly adaptable principles and methods called Dynamic Work Design ? provides practical tools and methods for sustainable improvement efforts of any scale, in any industry, and in any function.


Proceeding from principles, not practices, is a key to sustainable change, allowing integration with current culture, and processes, while delivering fast results with little overhead of training or major initiatives. The method has proven to work in businesses as diverse as oil/gas, DNA sequencing, and engineering/innovation - and works at the scale of discrete problems or organizational-wide strategic efforts. Improvement begins to happen in rapid and natural ways; results begin showing up almost immediately.


Dynamic Work Design was co-created Nelson Repenning and Don Keiffer after a combined 20+ years of integrated industry practice and academic investigation, and further refined with insights and expertise provided by Sheila Dodge. Participants will learn how to implement this technique in their own organization directly from two of its creators. Through the process of visual management, they will discover how to identify the value-added elements of their own work and of their organization and more importantly, identify opportunities for improving and how to get started based on a framework of principles and methods.


Please note: The title of this program has changed. The program was previously named "Implementing Improvement Strategies: Dynamic Work Design."

The main purpose of this program is two-fold: one is to help participants understand how continuous improvement strategies, sustained over a long period of time, affect core business metrics and contribute to the success of the organization, from bottom-up and top-down perspectives; and the other is how to change the way managers see work and their own roles as leaders in the culture of improvement. This program will enable participants to:


  • Understand the principles and approaches that drive improvement; and apply them in all areas in the context of a particular company, thus creating a tangible culture of continuous improvement
  • Implement improvement naturally in their everyday work, not from a prescribed list, but from a deep personal understanding of the principles
  • Recognize successful improvement initiatives already in place and build on them
  • Identify the true value-added aspects of work performed by individual workers and the entire organization
  • Ensure that business targets and improvement activities are tightly linked at every level
  • Develop inquiry and evidence-based problem solving skills for individuals and for organizations
  • Transform managers from controllers to enablers by leveraging the relationship between designing the work well and the engagement of employees that follows
  • Generate ?pull? from within the organization for new methods of work
  • Make results (and problems) visible so that they can be addressed constructively
  • Not just remove defects, but learn how to design work correctly from the beginning

Cambridge, MA

Leading People At Work: Strategies for Talent Analytics

November 3-4, 2020


People analytics is a data-driven approach to improving people-related decisions for the purpose of advancing both individual and organizational success. This new program explores a number of strategies used to attract and retain top talent and illustrates how these strategies are being designed and used at cutting-edge companies.


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.


The goal of this course is to prepare executives to wisely collect and use data to manage people at work. Participants of this program will:


  • Become familiar with the most relevant topics general managers face concerning the management of people.

  • Learn a set of frameworks and theoretical models to help make key employee decisions.

  • Be exposed to some of the most cutting-edge techniques used by companies to analyze data about their employees in order to make their organizations and their individual employees more successful.

  • Understand how to apply big data analytics to identify, evaluate, and resolve a variety of challenges and issues relating to their workforce.
  • Learn how to interpret and present the results of their analyses to make strategic people-related decision. (This course is not intended to teach statistics or programming.)


By learning about strategies for talent analytics, participants will not only advance their company's business objectives through the strategic management of people, but also their own career.

Cambridge, MA

Managing Complex Technical Projects

November 5-6, 2020


This program enables participants to reduce the complexity involved in large projects by restructuring development and management procedures in ways that produces small-team results. MIT?s innovative solution, based on the design structure matrix (DSM), is devised to streamline complex projects by developing detailed models to understand the intricate interactions and iterative nature of design.

Managing complex technical projects is a massive integration effort at many levels. Product and production plans must be integrated into components, components into subsystems, subsystems into systems and systems into quality products.


Traditional project management does not provide the kind of detail required today to both accelerate product and service development and improve product and service quality in the 21st century. Managing Complex Technical Projects presents a revolutionary design structure matrix (DSM) that MIT researchers use to determine which tasks within each phase of a complex project should or should not be performed concurrently. The DSM method is already applied in a number of corporations.

MIT researchers developed the DSM modeling approach to learn how to solve problems facing large-scale projects. After field-testing DSM in dozens of organizations and industries around the world, they found that it successfully streamlined the development of a wide array of projects including:


  • Complex automotive components systems and subsystems

  • Aerospace configuration design

  • Concept development and program roll-out

  • Electronics and semi-conductor development

  • Equipment and machine tool development

  • Plant engineering

  • Construction projects

  • Complicated service development and delivery projects


Through lectures, exercises, interactive discussions, and teamwork, participants in the program learn how to use DSM to map complex and often highly-technical procedures into simple arrays. Most important, they learn how to solve five key problems that confound complex project management: iteration, overlapping tasks, architecture, decomposition and integration. In Managing Complex Technical Projects, participants learn to:

  • Better document existing procedures

  • Reduce complexity

  • Share data with confidence

  • Facilitate project flow

  • Expose constraints and conflicts

  • Design iteration strategically

Cambridge, MA

Marketing Innovation

November 5-6, 2020


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 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.

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

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