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Cambridge, MA

Transforming Your Leadership Strategy

November 5-6, 2020


Successful leaders are moving away from "command and control" in favor of "cultivate and coordinate" strategies that allow them to:
*innovate and move quickly from generating ideas to executing and diffusing them throughout the organization.
* unlock crucial information, expertise, and new ways of working together, wherever these qualities reside within or outside the company

In a competitive "flat world" of smart, orchestrated networks, tiny firms that do not need huge capitalization to compete, and new organizational architectures, successful leaders are moving to make their organizations more agile, responsive, and creative.

How are they doing it? How can you do it? In Transforming Your Leadership Strategy, you learn about a powerful, innovative approach to executive leadership that lies at the core of leadership development at MIT, the result of an intensive, four-year research project at the MIT Leadership Center to identify more effective strategies for leading in a networked economy.

Tested in diverse, real-world settings, MIT's unique Distributed Leadership Model allows you to succeed as a leader by being flexible and adaptive in ways you may not have imagined, through the application of two key concepts:

* a 4 Capabilities Leadership Framework that makes it possible to harness, align, and leverage the leadership capabilities that exist all across your organization, and

* X-Teams, a revolutionary approach to creating flexible, outwardly- focused project teams that enables you to both keep current with shifts in markets, technologies, and competition, and accelerate the pace of innovation and change

The Participants

Senior general and technical executives whose organizations compete in an environment of rapidly-changing markets, technologies, and cultures, including: CEOs; Presidents; COOs; Executive Vice Presidents; heads of R&D, Engineering, Manufacturing & IS; Chief Technologists; Corporate Planners; Corporate Strategists; Vice Presidents of Marketing and New Venture Development; and other senior managers with leadership responsibility.

Faculty

Deborah Ancona, Seley Distinguished Professor of Management, is faculty director of the MIT Leadership Center. She is engaged in research examining core leadership capabilities. Her work includes the design and creation of leadership courses and workshops, a leadership model, and a 360-degree survey instrument.

Systematic Innovation of Products, Processes, and Services

November 9-13, 2020


This five-day program blends the perspectives of marketing, design, and engineering into a systematic approach to delivering innovation, and presents methods that can be put into immediate practice. The goal of this program is to help participants become systematic about innovation in order to create value for their businesses and their customers in the globally connected market.

Design and development projects today face a complex landscape of interrelated challenges, including technological feasibility, customer desirability, business viability, and environmental sustainability. This program explores the process of systematic innovation in product development, business processes, and service design, with a special focus on the end-to-end design and development process, beginning with creation and ending with commercialization and ongoing product/service leadership.


The program introduces a structured approach to design and customer analysis processes that draws on important trends that have become essential to successful innovation in today's businesses: the digitization of all business processes; the blending of product and service into integrated solutions; considerations around environmental sustainability; and the use of globally-distributed teams.


Participants will learn how to lead these innovation processes in a fluid world where the best-made assumptions can, and often do, change midstream. Participants will also have an opportunity to discuss these frameworks and apply them to their own personal responsibilities and experiences.


The concepts and frameworks covered in this program will enable participants to understand:

  • Why the process of innovation can be systematic?structured, reliable, and repeatable

  • When it makes sense for entrepreneurial firms to compete directly with established firms

  • How to evaluate market opportunities and identify customer needs in a systematic way

  • What actions you must take to capture some of the value you create with new products and services

  • How to structure an effective concept development process

  • How design iterations, project milestones, and reviews can be used to manage  a staged or spiral process

  • How products and processes can be designed for environmental sustainability

  • How design of services differs from new product development 

  • What is the impact of Generation Y employees on the creative process

Cambridge, MA

Implementing Industry 4.0: Leading Change in Manufacturing and Operations

November 10-11, 2020


In the race to implement new manufacturing technologies and systems, such as the Industrial Internet of Things, it is often forgotten that factories and operations already have systems in place?and the inner workings of these systems tend to actively resist any change forced upon them. This new program is designed to help manufacturing executives and frontline leaders implement technological change at their companies while developing a company culture that puts people first.


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 and 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


* This course is not focused on the features or selection of specific Industrial Internet of Things/IIoT technology products or services. Instead, it is intended to help senior leaders in manufacturing and operations who are deploying Industrial Internet of Things technologies to obtain greater value from their businesses by diagnosing the states of their systems, measuring activities appropriately, and overcoming cultural obstacles to deployment of productive technologies.


In this program, executives and frontline managers will explore methods and tools that individuals, teams and organizations can use immediately to get the greatest value from technological change. Participants of this program will learn how to:


  • Identify current-state problems that need to be removed prior to the introduction of new technology

  • Eradicate "hidden factories" issues in process models and operations development of workforce skills

  • Successfully incorporate new technologies without disappointing customers, overburdening employees, and hurting short-term cash flow

  • Sequence the introduction of IIoT to accelerate adoption and time to cash flow

  • Use IIoT to leverage existing Lean/Six Sigma/continuous improvement efforts

  • Develop a coherent roadmap they can share with their entire company

MIT Campus, Cambridge, Massachusetts

Platform Strategy: Building and Thriving in a Vibrant Ecosystem

November 10-11, 2020


Over the past two decades, some of the most profitable and successful firms are those that have adopted a digital platform model?a strategy whereby the company allows two or more disparate groups to interact over a platform to co-create value; for example, website developers and users on Akamai, recruiters and employees on LinkedIn, and drivers and customers on Uber. In this two-day program, participants eager to develop or launch a digital platform approach will learn why and how their business strategies may need to be revised to be successful.


In 2013, fourteen of the top 30 global brands by market capitalization were platform-oriented companies - companies that created and now dominate arenas in which buyers, sellers, and a variety of third parties are connected in real time. In today's networked age, the cloud, social media, and mobile devices are fueling this platform competition, and more and more companies want in. However, many companies do not succeed in becoming platform leaders because their technology and/or business strategies fall short.




While many platform strategies are well known (e.g. Apple's iTunes), there are other less-heralded platforms that are exploring new ways to create and capture value. These include: dynamic pricing, usage fees, highly targeted product and service offerings, inbound marketing, and network effects.




Key questions the faculty explores include:



  • Is a customer segment with the highest willingness to pay the most valuable segment?

  • When is tying a customer to a platform (sometimes called lock in) counter-productive?

  • Which pricing formats seem to boost revenues but actually slow platform adoption?

  • How can companies get in front of the common evolution patterns of platforms?

  • When should leaders be wary of platform envy?


Through case studies and Q&A, experienced managers will emerge with insights for refreshing their company's strategic approach and participating profitably in the multi-sided marketplaces of the future.



By the end of this two-day course, participants should be able to:



  • Identify examples of traditional and non-traditional forms of platforms

  • Describe the common evolution patterns of multisided platforms, including same-side vs. cross-side network effects

  • Identify customer and user groups whose affiliation with the platform is most valuable

  • Decide whether to try to tie customers to a platform or not; the value of open vs. proprietary networks

  • Design strategies to undermine an established platform or to defend against such attacks

  • Describe the principles of platform pricing and how to inform the design of an effective pricing format

  • Recognize the concrete implications of trade-offs in platform design, governance, and staging

  • Decide whether a given value proposition is best developed as a stand-alone platform, or as a complement embedded into another platform's ecosystem;or whether to pivot away from platform strategies all together.

Cambridge, MA

Supply Chain Strategy and Management

November 10-11, 2020


This course presents innovative strategies and best practices for improving supply chain performance. It introduces a unique MIT framework, using the concept of technology clockspeed, for strategically managing and optimizing supply chains. Participants gain a deeper understanding of supply chain integration, technology sourcing, make-buy decisions, strategic partnering and outsourcing, and IT and decision-support systems.


Led by world experts, this practice-oriented program investigates a robust MIT framework for better managing supply chains in today's rapidly changing markets. Participants will explore:


  • The next big trend in supply chain strategy, and the key skills required to be successful

  • How to better structure a company's supply-chain strategy

  • Guidelines for making strategic sourcing and make-buy decisions

  • How to integrate e-business thinking into supply chain strategy and management

  • How to blend recent developments in information systems and communication technology with sophisticated decision support systems and create a comprehensive strategy for manufacturing and logistics

  • "Clockspeed benchmarking," a tool for deriving critical business insights and management lessons from industries with the highest obsolescence rates of products, process technologies, and organizational structures (industrial "fruit flies")

  • How to assimilate sustainability into your supply chain strategy

  • Why all advantages in fast clockspeed environments are temporary


Many participants attend this program along with Developing a Leading Edge Operations Strategy.


In the past, supply chain practice has been primarily tactical, but this program presents a new and innovative approach to supply chain design, which will enable program participants to better understand:


  • The role of supply chain design in business strategy and why, if not linked, your supply chain design can undo a company's entire business strategy

  • Forces that influence supply chain structure?how supply chain structures change; how supply chain structures and industry structures overlap; and how these structures are affected by the speed of change in a given industry

  • Integrating supply chain design with product and process development

  • Connecting supply chain design with supply chain management and logistics

  • Supply chains in the age of e-business

One of a Series: MIT Holidays

MIT Closed - Veterans Day

November 11, 2020

Cambridge, MA

Developing a Leading Edge Operations Strategy

November 12-13, 2020


This course offers unique, MIT-developed approaches to business operations strategy based on best-practice research conducted among the world?s leading companies. The program helps participants plan the most efficient use of material resources and manage complicated global networks. It also offers analytical, strategic insights into vertical integration, outsourcing, product strategy, supplier management, process technologies, capacity and risk management, and global networks.


Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures and time zones, geographies and geopolitical situations. To navigate this intricate world filled with new and different kinds of risk, executives need to know how to make the most efficient use of a company?s material, people, and processes; how to manage more complicated global networks; how to optimize service and quality levels of performance; and how to minimize risks yet maintain required capacities. This program will draw on real issues confronting manufacturing and service companies today, providing strategic frameworks to enable executives to make smart choices so their companies can deliver the high-quality products and services they are committed to providing their customers.


Many participants attend this program along with Supply Chain Strategy and Management.

In this program, senior managers will learn new approaches to operations strategy that were developed at MIT and based on best-practice research conducted among the world's leading service and manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:


  • Vertical integration and the factors that affect strategic decisions
  • Process design and process engineering
  • Integration of people systems with technical systems
  • Global facility network strategies and the future of supply chain management
  • Strategic implications of process technologies
  • Capacity and risk management, including capacity factors, supply and demand management
  • Outsourcing, supplier power, and trends in supplier management

Cambridge, MA

Managing Product Platforms: Delivering Variety and Realizing Synergies

November 12-13, 2020


This course introduces participants to the concept of ?commonality" or product platforms?the sharing of components, processes, technologies, interfaces and/or infrastructure across a product family. Successful product platform management software allows companies to develop better products more easily, improve product family planning and lifecycle management, and increase corporate profitability.


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

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