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Cambridge, MA

Analytics Management: Business Lessons from the Sports Data Revolution

October 18-19, 2017

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. This course is offered March 6-7, following the 11th annual MIT Sloan Sports Analytics Conference (March 3-4).


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.

Participants of this program will learn:

  • A framework for developing an analytics strategy that includes everything from problem definition and data collection to data warehousing, analysis, and decision making
  • Best practices in team analytics strategies such as player evaluation, game strategy, and training and performance
  • How organizations can use analytics to drive additional revenue and operate more efficiently
  • The keys to building and organizing an analytics team that delivers insights to all parts of an organization
  • How to recruit, empower and retain analytics talent
  • Communication skills and tactics to make data insights relevant and actionable to a variety of stakeholders
  • Criteria and tools for evaluating and selecting analytics technologies
  • Strategies for fostering a culture that prioritizes data-driven decision making


Participants will also actively engage in action-learning exercises that will result in a draft of their analytics strategy and implementation plan.

Cambridge, MA

Strategies for Sustainable Business

October 18-20, 2017

For decades, MIT and MIT Sloan have been sustainability thought leaders, from Jay Forrester?s work on World Dynamics to our groundbreaking research on high performance work systems, to the formation of the Sustainability Initiative at MIT Sloan?an effort that is shaping modern discourse on sustainability.


Strategies for Sustainable Business connects executives with MIT professors and researchers who are currently breaking new ground in sustainability thinking and practice. Faculty combine interactive lectures, case studies, games, diagnostic exercises, and deep reflective work for a highly engaging experience. Participants place current business practices in a socioeconomic context and walk away with well-grounded strategies for making sustainability a reality in their organizations, industries, and communities.


Course curriculum


Day 1--WHY: This first day focuses on why sustainability is THE challenge of our generation, and its materiality to participants? particular business. Case studies reveal how industries are changing to adapt to the business risks--and opportunities--presented by megatrends like climate change and globalization.


Day 2--WHAT: Through lectures, discussions, and a hands-on system dynamics simulation (?Fishbanks?), participants will learn about available strategies at the operational level, in their extended supply chain, and across their industry. They deepen their understanding of the environmental and social dimension of sustainability and the limits of voluntary action.


Day 3--HOW: Participants chart a course toward the "hardwiring" of sustainability in their enterprise by building coalitions for change and undertaking process improvement. Lectures and discussions draw on the latest research by program faculty and include lessons on how to influence organizational culture, run experiments, conduct difficult conversations, and engage people to undertake important projects. Participants will leave the classroom knowing their next steps to move the ball forward.


"I joined this course with the highest expectations, and both professors exceeded them by far. Their work and ideas on the different dimension of sustainability gave me a different way to reflect about my professional goals and even personal beliefs."
?Froylan Hernandez-Ruiz
Senior Attorney for the Latin America Region
The Nature Conservancy

Participants will learn effective strategies for leading and effecting change on multiple levels?from the individual to the organization to the industry?and how to apply them effectively in both the short and long term.


In Strategies for Sustainable Business, participants will:

  • Gain an appreciation for the key dimensions of unsustainability and leverage points for change
  • Learn what strategies for sustainability are available at all levels of the organization, and which are most relevant to their organization
  • Understand opportunities for business value creation through more effective, sustainable use of natural and human resources and cross-sectoral collaboration
  • Learn to assess business strategies and some public policies with a distinctive, holistic, and systems-based perspective on sustainability
  • Build an action plan for innovation and continuous improvement on sustainability
  • Receive feedback from faculty so that they are better equipped to implement, influence, and lead when they return to work

Cambridge, MA

Analytics Management: Business Lessons from the Sports Data Revolution

October 18-19, 2017

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. This course is offered March 6-7, following the 11th annual MIT Sloan Sports Analytics Conference (March 3-4).

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.

Cambridge, MA

Leading People At Work: Strategies for Talent Analytics

October 18-19, 2017

While people have always been critical to the success of organizations, many business leaders still make key decisions about their workforce based on intuition, experience, advice, and guesswork. However, today?s leaders can improve their people decision-making based on the collection and systematic analysis of data.


Leading People at Work: Strategies for Talent Analytics focuses on the strategies that can be used to successfully design and implement people analytics in an organization. Faculty draw on the latest practices and research to illustrate how leading companies are using cutting-edge techniques to analyze data about their employees to and make their organizations and their individual employees more successful. In doing so, we will explore areas where talent analytics are most effective, and where it is particularly important to incorporate them. Participants of this program will gain a deeper understanding of how and when people analytics can be applied to improve critical issues such as recruiting and hiring, performance evaluation, promotion and training, compensation, and organizational change.


The program takes the perspective of the general manager when examining how emerging big data analytical approaches applied to human resource management can be used to advance business objectives. By the end of this course, participants will understand how and when big data can be used to make key employee decisions, enabling executives to position themselves as a strategic partner in their company?s talent management.


This course is not intended to teach statistics or programming. Nor will this course cover the issues involved when gathering (and analyzing) data. Instead, it is intended to acquaint participants with key strategies for the design and implementation of people analytics in an organization.

The goal of this course is to prepare executives to wisely collect and use data to manage people at work. Participants of this program will:

  • Become familiar with the most relevant topics general managers face concerning the management of people.
  • Learn a set of frameworks and theoretical models to help make key employee decisions.
  • Be exposed to some of the most cutting-edge techniques used by companies to analyze data about their employees in order to make their organizations and their individual employees more successful.
  • Understand how to apply big data analytics to identify, evaluate, and resolve a variety of challenges and issues relating to their workforce.
  • Learn how to interpret and present the results of their analyses to make strategic people-related decision. (This course is not intended to teach statistics or programming.)

By learning about strategies for talent analytics, participants will not only advance their company's business objectives through the strategic management of people, but also their own career.

Cambridge, MA

Developing and Managing a Successful Technology Strategy

October 23-24, 2017

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. 


Please note: This program was previously named Developing and Managing a Successful Technology and Product Strategy.

Drawn from MIT Sloan School's top-ranked MBA curriculum, this groundbreaking program will provide a framework for understanding how technologies and markets evolve; how they are linked; how technologies differ across markets; and how new technologies get accepted. This program will enable participants to:


  • Identify profitable projects for their research dollars and find out how to capture the value of those projects
  • Build technical capabilities for products that create value for their customers
  • Restructure their organizations to respond to market and technical dynamics
  • Implement their strategies for maximum benefit

Cambridge, MA

Managing Complex Technical Projects

October 23-24, 2017

Managing complex technical projects is a massive integration effort at many levels. Product and production plans must be integrated into components, components into subsystems, subsystems into systems and systems into quality products.

Traditional project management does not provide the kind of detail required today to both accelerate product and service development and improve product and service quality in the 21st century. Managing Complex Technical Projects presents a revolutionary design structure matrix (DSM) that MIT researchers use to determine which tasks within each phase of a complex project should or should not be performed concurrently. The DSM method is already applied in a number of corporations.

MIT researchers developed the DSM modeling approach to learn how to solve problems facing large-scale projects. After field-testing DSM in dozens of organizations and industries around the world, they found that it successfully streamlined the development of a wide array of projects including:

  • Complex automotive components systems and subsystems
  • Aerospace configuration design
  • Concept development and program roll-out
  • Electronics and semi-conductor development
  • Equipment and machine tool development
  • Plant engineering
  • Construction projects
  • Complicated service development and delivery projects

Through lectures, exercises, interactive discussions, and teamwork, participants in the program learn how to use DSM to map complex and often highly-technical procedures into simple arrays. Most important, they learn how to solve five key problems that confound complex project management: iteration, overlapping tasks, architecture, decomposition and integration. In Managing Complex Technical Projects, participants learn to:

  • Better document existing procedures
  • Reduce complexity
  • Share data with confidence
  • Facilitate project flow
  • Expose constraints and conflicts
  • Design iteration strategically

Cambridge, MA

Managing Product Platforms: Delivering Variety and Realizing Synergies

October 23-24, 2017

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

Essential IT for Non-IT Executives

October 25-26, 2017

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. 


This IT management course will help you optimize your role in the use of essential technology for competitive advantage.

Participants in this program will learn where IT is going, where it fits into their organizations, and how to govern it well. Managers will walk away thinking differently, being able to talk differently with the company's IT professionals, and armed with real-life examples they can use to adjust and improve their organizational processes. Namely:


  • How to design processes to use IT better
  • How to work with IT people to make better decisions
  • How to drive transformational change throughout the organization

Key areas of discussion will include:


  • Governance: Effective IT management requires active involvement from both business and IT managers. A firm understanding of roles and responsibilities for specific decisions will help minimize potential areas of conflict.
  • Discipline: IT cannot be everything to everybody. It is essential to set realistic goals and to manage everyone's expectations throughout any IT-related initiative. Discipline is essential in getting business value from IT.
  • Organizational Architecture: A well-managed, standardized platform is the foundation of IT effectiveness, risk management, and agility.
  • Transparency:Transparency is key to better decision-making and business value from IT. Managers should identify specific issues a company needs to solve through IT, define and follow assigned milestones, and keep close track of success metrics.
  • People and Culture: IT is more than just a technology challenge. Don?t forget the people and culture. Simply understanding the vocabulary and knowing how and whom to ask IT-related questions can help non-IT managers make great strides toward organizational change.

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