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Cambridge, MA

Developing a Leading Edge Operations Strategy

April 9-10, 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

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

April 9-10, 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

MIT Campus, Cambridge, Massachusetts

Revitalizing Your Digital Business Model

April 14-15, 2020


MIT Sloan has created frameworks to help enterprises define and build powerful business models that will enable organizations to compete in the global digital economy. This program illustrates the frameworks with examples from successful companies such as Amazon, Apple, LexisNexis, USAA, and Procter & Gamble and includes assessment exercises and consulting group sessions.


As the world continues to digitize and grow in complexity, virtually every enterprise will need to have a great digital business model, one that creates value by engaging customers and helping employees work smarter.


This program is designed to guide senior executives as they attempt to leverage opportunities and overcome challenges associated with competing in the digital marketplace. Based on extensive MIT research, it provides insights into how firms can achieve competitive advantage by providing unique digital content, an exceptional customer experience, and superior digitized platforms.


At MIT Sloan, we have created frameworks to help enterprises define and build powerful digital business models that will facilitate their ability to compete in the global digital economy and thrive in emergent ecosystems. Revitalizing Your Digital Business Model will help senior managers address the following issues:


  • What is the source of competitive advantage for your digital business model?

  • How can you manage business complexity in the global digital economy?

  • How do you create digitized platforms that enable new and evolving digital opportunities?

  • How can you simplify your customer experiences without creating burdensome organizational complexity?

  • How can you create new information offerings that generate bottom-line value for the firm?


At the conclusion of this program, executives will be better prepared to address the following issues:


  • What digital capabilities do you most need to focus on?

  • What information offerings have the most potential for data monetization, and how can they most effectively generate value?

  • How can you derive value from business complexity while keeping that complexity manageable?

  • What metrics can you use to track whether you are delivering customer satisfaction on a daily basis?

  • How will you gain competitive advantage in the digital economy?

"Business success in the digital economy will rarely be a function of technology. Companies that succeed will likely distinguish themselves by working smarter."--Jeanne Ross, Director, MIT Center for Information Systems Research (CISR)

Cambridge, MA

Essential IT for Non-IT Executives

April 14-15, 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.

MIT Campus, Cambridge, Massachusetts

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

April 16-17, 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

Marketing Innovation

April 16-17, 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

One of a Series: MIT Holidays

MIT Closed - Patriots' Day

April 20, 2020

online

Cybersecurity for Managers: A Playbook (self-paced online)

April 22 - June 9, 2020


Minimizing cybercrime damage and disruption is not just the responsibility of the IT department; it?s every employee's job. There are managerial, strategic, and financial considerations in becoming cybersecure. This new online program helps you create a playbook with actionable next steps towards creating a more cyber-aware culture.
When a security breach happens, the disruption and damage can vary widely. But one thing is for certain: the effects ripple through the entire organization, often having significant operational and financial implications. Creating a cybersecure organization is a necessary goal today. Decisions about cybersecurity have implications throughout your organization?not only for technology-focused teams, but for every team. Sophisticated phishing schemes, ransomware, and data breaches are on the rise, and their level of complexity is increasing. Therefore, all of us have a role to play in keeping our organization secure.
Based on our highly-rated in-person course, Cybersecurity Leadership for Non-Technical Executives, this online program will teach you:
How to select and use the right frameworks to enhance cybersecurity decision-making in your organization
How to assess risk, improve defenses, and reduce vulnerabilities in your organization
How to speak the language of cybersecurity to enable informed conversations with your technology teams and colleagues, and ensure your organization is as cybersecure as possible

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