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Cambridge, MA

Developing and Managing a Successful Technology Strategy

November 12-13 2020


This intensive program details a unique and powerful approach to integrating business and technology strategy and to developing profitable ventures and technologies. Participants are introduced to a set of tools to identify high-leverage projects, match product strategy to market dynamics, capture market value, and change organizational capabilities to reflect evolving markets and technological dynamics.

A great idea does not guarantee great profits. If a company's R&D dollars are going to pay off in profitable products and technologies, it needs a strategy that not only makes markets, but also beats the competition. This program presents a depth of challenges that extend from R&D to manufacturing, engineering, project management, product strategy, and new ventures. It provides an innovative and powerful approach to developing and managing technology and products that people want to buy. The program material will also explore ways to link those technologies and products with a company's business strategy.

Participants will develop the skill to identify profitable projects for their research dollars and find out how to capture the value of those projects. They will learn how to build technical capabilities for products that create value for their customers and how to restructure their organizations to respond to market and technical dynamics. Most important, they will leave the program with the know-how to implement their strategies for maximum benefit.

The Participants Developing and Managing a Successful Technology and Product Strategy is a must for senior general and technical executives involved in developing, managing, or marketing technology or products, or with managing organizations that sell their products in rapidly changing markets. The program is designed for managers in technology-intensive organizations, marketing and business development executives in technology organizations, and R&D managers in any organization.

Faculty

Pierre Azoulay, International Programs Professor of Management Professor, Technological Innovation, Entrepreneurship, and Strategic Management. His current research focuses on empirical studies of the supply of biomedical innovators, particularly at the interface of academia and the biopharmaceutical industry. He also is interested in the topic of academic entrepreneurship, having recently concluded a major study of the antecedents and consequences of academic patenting. In the past, he has investigated the impact of superstar researchers on the research productivity of their colleagues, and the outsourcing strategies of pharmaceutical firms, in particular the role played by contract research organizations in the clinical trials process.

Ezra W. Zuckerman Sivan, Associate Professor of Strategic Management and course head of the Core Strategy Department at the MIT Sloan School of Management, is an economic sociologist with a focus on social network analysis. He studies how social structures of various kinds emerge and influence behavior and key outcomes for individuals, teams, and organizations. Zuckerman’s current research projects include a study of industry peer networks, exclusive groups of non-competing peer firms from the same industry that gather on a regular basis to learn from one another’s experiences and to motivate one another to achieve higher performance.

One of a Series: MIT Holidays

MIT Closed - Thanksgiving Day

November 26, 2020

One of a Series: MIT Holidays

MIT Closed - Day After Thanksgiving Day

November 27, 2020

One of a Series: MIT Holidays

MIT Closed - Christmas Day

December 25, 2020

Greater Boston Executive Program

March 7, 2026 - April 25, 2016

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 on eight consecutive Mondays (9:00 a.m. – 5:00 p.m.) beginning March 7, 2016. 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.


Organization 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.

Greater Boston Executive Program

March 7, 2026 - April 25, 2016

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 on eight consecutive Mondays (9:00 a.m. – 5:00 p.m.) beginning March 7, 2016. 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.


Organization 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.

Greater Boston Executive Program

March 7, 2026 - April 25, 2016

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 on eight consecutive Mondays (9:00 a.m. – 5:00 p.m.) beginning March 7, 2016. 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.


Organization 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.

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