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Cambridge, MA

Building Game-Changing Organizations: Aligning Purpose, Performance, and People

March 26-27, 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

MIT Campus, Cambridge, Massachusetts

Neuroscience for Leadership

March 26-27, 2020


This program will provide hands-on application of concepts and techniques deriving from brain research and psychology that can improve your individual leadership performance, as well as that of your team and organization.


Research in the cognitive sciences is leading us to a greater understanding of how to improve personal and leadership behaviors and performance. Those who grasp the meaning and implications of this research will be positioned to take competitive advantage. This program provides hands-on application of concepts and techniques deriving from neuroscience and psychology that can improve your individual performance, as well as that of your team and organization.


Neuroscience for Leadership focuses on:


  • Your stuck neural patterns as a leader

  • The power of neuroplasticity in unleashing your brain agility and resilience

  • Creating the conditions for success in your organization by leading teams and shifting the culture from fear to trust

  • Visioning the future using the power of storytelling


Issues we will examine include:


  • How neuroscience techniques can be applied to leadership development

  • Understanding the scope of agility and diversity of thinking in adult brains

  • Mindsets?can you move from fixed to growth?

  • Deeply embedded leadership patterns and immunity to change

  • Basic human emotions and mindfulness

  • Cultural diversity and creativity

  • Ecosystem leadership


Participants will be offered brain-friendly catering, guided meditation, optional yoga class, and a confidential brain profiler report.


You may also be interested in Tara Swart's new two-day course Applied Neuroscience: Unleashing Brain Power for You and Your People.


Through lectures, discussions, and hands-on practice exercises, Neuroscience for Leadership will empower you to:


  • Raise your awareness of existing leadership behavioral patterns

  • Focus attention on behaviors and actions promoting resilience

  • Harness neuroscience to embed sustainable behavior change through plasticity of brain connections and pathways through deliberate practice

  • Implement measures to hold you to account and pre-empt barriers to leading sustainable performance

Cambridge, MA

Applied Neuroscience: Unleashing Brain Power for You and Your People

March 31 - April 1, 2020


This highly experiential course explores neuroscience concepts and techniques to help leaders motivate and inspire their peers and employees in ways that catalyze innovation and increase business success.

The course will take a deep dive into neuroscience concepts and techniques to help you - brain and body - through a method of unleashing potential in yourself and others.


Through a balance of theory and application, neuroscientist and MIT Sloan Senior Lecturer Dr. Tara Swart will examine the latest neuroscience research and how it can inform your personal and professional practices. Program topic areas include:


How to boost, refuel, and re-direct your cognitive resources
Embodied leadership and somatic practices
Creative and intuitive ideas for revolutionizing collaboration
Neural pathways that underlie procrastination, risk profile, and resilience (Swart's Neural Tethering Model based on research from MIT's financial engineering department)
The impact of gender and cultural diversity on confidence and creativity in organizations and teams
Working with technology to empower human potential


Hands-on exercises will include enacting successful scenarios through creative, visual activities, guided meditation focused on peak performance, and optional yoga.


Note: This is not a science course; it is a leadership course based on scientific research. The program is designed for executives who are looking for new methods to inspire and motivate their colleagues.


MIT Campus, Cambridge, Massachusetts

Negotiation for Executives

March 31-April 1, 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.

Faculty
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

Analytics Management: Business Lessons from the Sports Data Revolution

April 2-3, 2020


Are you looking to take your analytics strategy to the next level? This new program provides executives the opportunity to step back and engage in the guided strategic thinking necessary to develop, refine, and implement an analytics program for their organization. It taps into the best practices from the sports industry?s analytics revolution as a case study.

Analytics are the present and future of sports, on and off the field. While the sports industry is an analytics pioneer, data driven decision-making has become essential to business success in nearly every industry. Starting an analytics program, however, is easier said than done. Taught by renowned sports strategist Ben Shields, this program provides executives insight into the sports industry's secret sauce; and helps them apply it immediately to the development of their own analytics program.

The first day of the program focuses on designing an analytics strategy. Faculty will introduce a strategic framework for developing an analytics program. Executives will learn how sports organizations have applied this framework on both the team personnel and business sides. Day one will conclude with an action-learning exercise to guide students in developing a working draft of their analytics strategy.

On the second day, the curriculum will focus on implementation. The success of an analytics program is not only driven by sound strategy but also the ability of an organization (and its executives) to execute through effective leadership and management. Critical topics on day two include making the right technology decisions, building and organizing an analytics team, and communicating data for impact. The day will close with a capstone session on leading an analytics transformation during which participants will share their new analytics vision for their organization.

Note: This is not an advanced data science course. This program is designed for executives who are looking for strategic insights and action plans on the management of analytics.

MIT Campus, Cambridge, Massachusetts

Implementing Enterprise-Wide Transformation

April 2-3, 2020


Why has implementing enterprise-wide transformation proven to be troubling? When challenges persist, it is often because there are embedded tensions or paradoxes that surface and seem unresolvable. This research-driven and practitioner-led program is designed to help senior executives avert failure, create cultures of agility and resiliency, and develop a customized blueprint for large-scale transformation in their organization.


We know through research and practice that two thirds of enterprise-wide transformation efforts fail to meet their intended objectives. Why? In today?s world, disruption can emerge from any place, any time and in ways unexpected. Leaders often ignore or miss the early warning signals, due to a variety of factors, including cultural inertia, lack of disciplined scanning and decision making processes, and siloed behavior that tends to discount troubling signs that impact other parts of the organization. When unit leaders turn inward to protect their entities, organizational agility becomes that much harder to achieve.


But effective leaders and their teams can beat the odds that their organizations? transformation efforts will fail. How? They set proactive agendas that create an inspiring future for employees. They build trust-based cultures of openness and transparency, combined with the discipline to spot and solve significant problems collectively as a team. They align the ?messaging? of their agendas with the metrics, milestones, and rewards that provide a clear line-of-sight for employees to understand how they can contribute and what behaviors are valued in their organizations.


During this two-day program, you will learn to spot potential derailers that prevent successful transformations; more importantly, you?ll learn how to become a successful transformation leader in your organization. Research based and practitioner led, the program environment is designed to help executives create a blueprint for their organization?s near- and longer-term transformation. Guest speakers will help to further demonstrate important conceptual examples, and significant time will be designated for peer collaboration and plan development.


This program is intended to help you:


  • Spot the warning signals of organizations in need of transformation

  • Create a proactive transformation agenda

  • Build a collective leadership capability to drive organizational transformation together

  • Create the disciplined processes to spot and address mission-critical capability gaps

  • Build the vital organizational networks needed to solve complex transformation challenges

  • Align messaging with metrics, milestones, and rewards
  • Create agile organizations by developing resilient leaders and employees

  • Develop a blueprint for transformation for your organization

Cambridge, MA

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

April 7-8, 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.

Cambridge, MA

Supply Chain Strategy and Management

April 7-8, 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

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