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One of a Series: MIT Holidays

MIT Closed - Labor Day

September 7, 2020

Cambridge, MA

Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain

September 20-25, 2020

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 Driving Strategic Innovation, a six-day 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.
Program Benefits

Driving Strategic Innovation will change the way you, as a business leader, think about innovation and technology strategy, giving you a deeper, richer, more comprehensive roadmap for executing change. You will leave the program armed with the knowledge of how to influence corporate culture, alter the way your organization responds to the challenge of innovation, and strengthen relationships with partners along the value chain.

The program knits together marketing, product development, technology assessment, value-chain design, project execution, and talent management in an end-to-end roadmap for achieving breakthrough performance. It demonstrates how to build organizational relationships that facilitate knowledge transfer, both within the firm and across the value chain. Using a dynamic and integrative value-chain framework created at MIT, you will gain the capability to position your organization for future growth.

This intensive learning experience delivers 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

The Learning Experience

Executives attending the program will participate in wide-ranging and challenging discussions, project groups, simulations, and live case studies that bring them into the very heart of some of the technology labs under discussion.

Who Should Attend

Driving Strategic Innovation is designed for senior executives and entrepreneurs who have significant input into the technology and innovation strategy of their organizations. Participants should play a key role within their organizations that gives them the ability and the perspective to look up and down the value chain to appraise strategic technology options wherever they arise.

Business leaders who will take away the greatest value from Driving Strategic Innovation:

* CTOs, R&D directors, other senior executives, and entrepreneurs who are responsible for technology, R&D, and supply-chain strategy, especially where coordinated technology development issues are essential * CEOs, COOs, CIOs, and senior executives in charge of innovation or new business development * Teams charged with planning and implementing innovation or value chain strategy

Feedback from Participants

This program provides the challenges, answers, professional tools and values needed to drive breakthrough innovations in technology and operations management, and it delivers on a world-class level.- Heinz Brasic Managing Partner, Level Five Consulting Austria

Very exciting chance to think 'out of the box' and gain new perspectives. - Francesco Fanciulli Senior Vice President, Pirelli Pneumatici SPA Italy

This was one of the best educational experiences I've ever had. The faculty created an exciting environment for understanding innovation. - Jose Francisco Mendez Chief Information Officer, Sodexho Pass Venezuela

Faculty Team

Charles H. Fine, Program Co-Director Chrysler LFM Professor of Management Science at MIT Sloan and co-director of MIT's Communications Technology Roadmap project, Fine teaches in the operations management group at MIT Sloan. Author of Clockspeed: Winning Industry Control in the Age of Temporary Advantage, Fine is widely respected for his research and writings on the technology supply chain. His research emphasis has been on quality improvement, flexible manufacturing, supply-chain management, and the evolution of industry value chains in technology-intensive sectors. Fine consults widely and has worked with companies in a wide range of industries.

William A. Fischer, Program Co-Director Professor of Technology Management at IMD, Fischer has been actively involved in technology-related activities for his entire professional career. He was a development engineer in industry, an officer in the U.S. Army Corps of Engineers, and has worked as a consultant on R&D/technology issues in such industries as pharmaceuticals and telecommunications. He has served as a consultant to a number of government and international-aid agencies on issues relating to the management of science and technology, and has been the president of a joint-venture in China.

Duncan Simester Professor of Management Science, Simester is the head of the Marketing Group at MIT Sloan and is an expert on how economic theory, statistics, and operation research can contribute to the understanding and practice of marketing.

Cambridge, MA

Leadership and the Lens: Reframing the Question to Unlock Insight and Impact

September 28-30, 2020

Breakthrough solutions start with assumption-challenging questions and it?s a leader?s obligation to surface them. This unique course uses photography as a powerful mode of learning the key skills required when asking and answering the right questions. Participants increase their capacity to frame new possibilities for their organizations, even as they learn to craft more compelling images.

A few days spent away is precious little time to make a difference in your leadership capability, but Leadership and the Lens makes the most of that time by immersing participants into a different world of dynamic possibilities. Co-taught by MIT?s Hal Gregersen (The Innovator?s DNA) and Sam Abell (The Life of a Photograph), this workshop uses a familiar tool?the camera?to explore how unseen opportunities reveal themselves?and how the most effective leaders spot them, before it?s too late.

Gregersen and Abell discovered for themselves the deep resonance of their work when they met at the Santa Fe Photographic Workshops. Expecting Abell?s mentorship to make him a better photographer, Gregersen was surprised to find it also enriched his own research on leadership. His interviews with 200+ senior executives of the world?s most innovative companies?people like Salesforce.com CEO Marc Benioff and Cirque du Soleil CEO Daniel Lamarre?had led him to see that groundbreaking solutions start with catalytic questions. Now he saw that his core advice on how to reimagine organizational strategies and cultures mapped directly onto what Abell has taught for decades about creating photographs worthy of National Geographic.

To frame better questions, most leaders need to check habits and beliefs they have gained over life-long careers?for example, that they must always be confidently right and quick to call others to action. Seeing new possibilities for an organization often demands the opposite: an eagerness to find what one is dead wrong about, a willingness to step back and quietly listen, and a patience to take in the dynamics of a situation, especially an uncomfortable one. By putting themselves in contexts that compel them to adopt these new attitudes, leaders raise their odds of surfacing questions that can unlock entirely new avenues of value creation. In the same way, the best photographers commit themselves to daily habits that develop deep seeing skills. They patiently ?compose and wait? out in the field, where vulnerability often leads to inevitable, powerful images. They learn to study their settings as deeply as their subjects, and as they do, images (and life itself) light up.

Gregersen and Abell lead this workshop with all the enthusiasm that comes from their discovery of a novel, hybrid method of learning. Past participants have called it a transformative experience. To approach the world with eyes wide open and a camera in hand is to be inquisitive. It provokes questions like: What surprises will I encounter? How will I capture them? What message am I trying to share?and what will the images I produce say about me and my values as a leader? Spend these few days in Cambridge, and discover what new capabilities might develop in you.

This program is offered in association with Santa Fe Photographic Workshops, and is limited to 15 participants. Registered participants will be asked to submit 10-15 photographs they have taken, as valuable input to the instruction.

Please note: The program was formerly known as "Innovation and Images: Exploring the Intersections of Leadership and Photography."

Expect to leave this program with new insights regarding:

  • How leaders of the world?s most innovative organizations approach their work differently.

  • Why some questions prove especially ?catalytic?? capable of breaking down barriers and accelerating progress in new directions.

  • How exploring the intersection of two disciplines that combine art and science?leadership and photography?enhances creativity in both.

  • How simple changes in behavior and perspective increase your chances of encountering assumption-challenging input and exploring its implications.

  • Why the quest to uncover ?what you don?t know you don?t know? is central to both game-changing innovation and great image-making.

  • What prevailing conditions, deliberately sought or constructed by the leader, cause fresh questions to arise continually and productively?

MIT Campus, Cambridge, Massachusetts

Negotiation for Executives

October 6-7, 2020

From fundamental principles to specific real-world examples, this program offers a holistic view of negotiation as building relationships that are rooted in mutual trust and respect and that result in success at the bargaining table. Through interactive exercises and extensive feedback, participants learn to prioritize multiple issues to reach the most beneficial resolution and to optimize both the economic and subjective value of negotiations.

Negotiation is a daily practice within business organizations. We negotiate all the time--with clients and partners, vendors and suppliers, supervisors and colleagues, employees and recruits. Successful negotiation requires self-awareness, preparation, and practice. This program addresses all three requirements by providing extensive personalized feedback, tips for efficient pre-negotiation planning, and plenty of opportunities to practice and hone your negotiation skills. Drawing on fundamental negotiation principles based on scientific research as well as specific real-world examples, this program aims to enhance personal gains in negotiation, while simultaneously sustaining important relationships.

The MIT Edge

True to the deeply analytical and quantitative MIT style, the material in this program is based on extensive scientific research by Professor Curhan and his colleagues. Professor Curhan is renowned not only for his engaging interactive teaching style, but also for his pioneering research on the social and psychological components of negotiation. His research includes topics such as: conceptions of fairness, concern for personal integrity, lasting reputations, company loyalty, preference change during the course of a negotiation, norms for appropriate negotiating behavior, and relational dynamics among negotiators who interact multiple times

In this program, participants will learn how to:

* Leverage their own specific personality traits and abilities to boost negotiation outcomes
* Enhance bargaining power to claim a larger share of the pie
* Recognize and resolve different types of issues to create and claim value
* Develop strategies for efficient pre-negotiation preparation
* Build and maintain working relationships without forfeiting economic outcomes
* Deal with difficult tactics

Powerful negotiators are valued at all levels of an organization. If your responsibilities include interacting in some shape or form with others, then this program is for you. Typical participants' areas of expertise tend to include:

* sales and marketing
* planning and development
* operations management
* strategic partnerships
* supply-chain agreements
* recruitment and human resources

Course material is presented in a series of lectures, discussions, and engaging exercises that provide extensive personalized feedback and are designed to teach participants how to leverage their individual traits to achieve success and build lasting relationships at the bargaining table. Prior to the first day of sessions, participants are strongly encouraged to complete a detailed written questionnaire that will better customize the experience for each individual negotiator.

Jared Curhan
Ford International Career Development Professor
Associate Professor of Organizations Studies

Professor Curhan specializes in the psychology of negotiation and conflict resolution. A recipient of support from the National Science Foundation, Curhan has pioneered a social psychological approach to the study of "subjective value" in negotiation (i.e., feelings and judgments concerning the instrumental outcome, the process, the self, and the relationship). His current research uses the Subjective Value Inventory (SVI; Curhan et al., 2006) to examine precursors, processes, and long-term consequences of subjective value in negotiation.

Deeply committed to education at all levels, Curhan received MIT's institute-wide teaching award presented annually by the graduate student council. Curhan is founder and president of the Program for Young Negotiators, Inc., an organization dedicated to the promotion of negotiation training in primary and secondary schools. His book, Young Negotiators (Houghton Mifflin, 1998), is acclaimed in the fields of negotiation and education and has been translated into Spanish, Hebrew and Arabic. The book has been used to train more than 35,000 children across the United States and abroad to achieve their goals without the use of violence.

Cambridge, MA

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

October 6-7 2020

Innovation is a big buzzword that means different things to different people. Where do innovative and revolutionary business ideas come from? According to research by Hal Gregersen, co-author of The Innovator's DNA and executive director of the MIT Leadership Center, mastering five key skills forms the foundation for finding ideas that create value. This innovation program helps executives learn to achieve breakthrough insights through self-assessment, catalytic questioning, deep observation, diverse networking, and rapid experimentation.

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

October 8-9, 2020

Based on MIT's research into the science of innovation ecosystems, this course equips executives with the high-level frameworks and tools necessary to understand innovation and entrepreneurship in the ecosystems around them, shift to a more effective ecosystem-based open innovation approach, and design programs to engage effectively with external stakeholders.

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.

Managing Technical Professionals and Organizations

October 8-9, 2020

This program explores a set of proven, practical, and innovative strategies for maximizing the contribution of an organization?s technical resources. It provides key insights on how to retain technical staff, integrate technical professionals into the organization, build more successful project teams, and keep teams high-performing over time.
Drawing on the wealth of research and industry experience of faculty and leading practitioners, Managing Technical Professionals and Organizations explores proven, practical, and innovative strategies for maximizing the contribution of technical professionals. This intensive program focuses on individual contributors and members of project teams, including cross-functional teams, and examines how to work effectively with "prima donnas" and independent spirits. Participants will learn principles and strategies of crucial importance to any organization where R&D, engineering, and/or computer-related technologies lie at the core of the business.
Managing Technical Professionals and Organizations explores seven critical topics:
* transferring technology between and within organizations
* developing effective reward and incentive systems for technical professionals
* creating a highly motivating work environment
* managing and leading creative individual contributors
* maximizing the technical productivity and vitality of teams
* creating the most effective physical structure for supporting innovation
* organizing for innovative product development
The Participant Team
Managing Technical Professionals and Organizations has been strategically designed for executives who manage technical professionals. Past participants have included CIOs, chief technologists, directors of R&D and engineering, engineering and manufacturing vice presidents, corporate strategists, head scientists, project managers, systems information managers, product development managers, and other key members of technical management.
Ralph Katz, Senior Lecturer at the MIT Sloan School and Professor of Innovation and Entrepreneurship at Northeastern University's College of Business, has conducted extensive management research, education, and consulting on technology-based innovation, with an emphasis on managing and motivating technical professionals, high performing groups, and project teams.

One of a Series: MIT Holidays

MIT Closed - Columbus Day

October 12, 2020