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MIT Campus, Cambridge, Massachusetts

Implementing Enterprise-Wide Transformation

June 19-20, 2018

NEW for 2017

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

Implementing Industry 4.0: Leading Change in Manufacturing and Operations

June 19-20, 2018

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 & 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

Advanced Machine Learning for Big Data and Text Processing

June 20-22, 2018

Machine learning methods drive much of modern data analysis across engineering, science, and commercial applications. For example, search engines, recommender systems, advertisers, and financial institutions employ machine learning algorithms for content recommendation, predicting customer behavior, compliance, or risk. This course looks at how the latest tools, techniques, and algorithms driving modern and predictive analysis can be applied in different fields, even when using unstructured data. You'll gain insights about the underlying tools, what kinds of problems they can/cannot solve, how they can be applied effectively, and what issues are likely to arise in practical applications, particularly in the healthcare field.

Cambridge, MA

Managing Product Platforms: Delivering Variety and Realizing Synergies

June 21-22, 2018

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

Managing Technical Professionals and Organizations

June 21-22, 2018

Technical professionals' goals and incentives are often different from those of other employees, and so are the management challenges that arise. Drawing on the wealth of research and industry experience of faculty and leading practitioners, Managing Technical Professionals and Organizations explores proven, practical, and innovative strategies for maximizing the contribution of technical professionals. This intensive program focuses on the management and motivation of technical professionals in the innovative organization, and in particular:


  • How creative individual contributors work together on risky projects, processing information under conditions of uncertainty;
  • How to address critical problems and issues dealing with staff professionals and members of project teams, including cross-functional teams;
  • How to work effectively with prima donnas and independent spirits.

The Learning Experience
Organizations that are designed and managed for doing the same things well repetitively, as in manufacturing and operations, are not particularly appropriate for doing something well once, as in R&D. Running a technical organization presents a unique set of management problems. How do you motivate and reward technical professionals to maximize their performance and creativity? How do you create an organizational structure that will contribute to success, not inhibit it? How do you deal with creative individual contributors, project teams, and innovative professionals? How do you build and sustain high motivation and vitality while preventing complacency? How do you utilize "marshaling" events for building more collaborative, innovative activities? And how do you move information and technology effectively across organizational structures?


This unique two-day program focuses on issues critical to the effective management of technical professionals and cross-functional teams. Its principles and strategies can be applied in any organization where research, development, engineering, or computer-related technology developments need to take place in a timely, effective, and successful manner.

Participants will learn principles and strategies of crucial importance to any organization where R&D, engineering, and/or computer-related technologies lie at the core of the business. Upon completing this program, participants will gain a thorough understanding of the following subjects:


  • Managing risk taking and uncertainty in technical projects
  • Managing and motivating your technical professionals
  • Developing effective reward and incentive systems for technical professionals
  • Creating a highly motivating work environment
  • Managing and leading creative individual contributors
  • Maximizing the technical productivity and vitality of teams
  • Leading and managing more effectively across organizational structures
  • Leading system change within established corporate cultures
  • Transferring technology and information flows between and within organizations
  • Organizing for innovative product development
  • Managing the tensions among development efforts and cost/schedule pressures


"This was my fourth program and it was the very best by far. Professor Katz is Mel Brooks meets Yoda -- pearls of wisdom delivered in an extremely engaging manner. Highly recommended." ~ Past Participant Matthew K.

Applied Cybersecurity

June 25, 2018 to June 29, 2018

In today’s world, organizations must be prepared to defend against threats in cyberspace. Decision makers must be familiar with the fundamental principles and best practices of cyber security to best protect their enterprises. In this course, experts from academia, the military, and industry share their knowledge to give participants the principles, the state of the practice, and strategies for the future.

Sessions will address information security, ethical and legal practices, and mitigating cyber vulnerabilities. Participants will also learn about the process of incident response and analysis. The content is targeted at ensuring the privacy, reliability, and integrity of information systems.

The majority of the course (about 75%) is geared toward participants at the decision-making level who need a broad overview, rather than those who are already deeply immersed in the technical aspects of cyber security (software development, digital forensics, etc.), although both groups will find the course valuable.

Cyber security is a very large subject. This course is only intended to cover the fundamentals of the current leading and pressing cyber security topics. The result is that we can cover many different approaches. We cover the introduction of a topic and after the fundamentals, you can explore further on your own. The goal is for participants to understand the utility of each topic, not to become specialists in any one subject.

Who Should Attend
75% of the course is geared toward providing a basic framework for professionals making cyber security decisions in industry and government and individuals seeking to immerse themselves in the pressing issues of cyber security, giving them the information they need to make the best decisions for the defense of their organizations. About a quarter of the course covers more technical areas of interest to those with more engineering-focused backgrounds, such as software developers or those working in digital forensics. Although those with a computing background would be better prepared for the more technical topics, an engineering or computing background is not required to benefit from any of the sessions.

Beyond Smart Cities

June 25, 2018 to June 27, 2018

The world is experiencing a period of extreme urbanization. In China alone, more than 250 million rural inhabitants will move to urban areas over the next 15 years. This will require building new infrastructure to accommodate nearly the equivalent of the current population of the United States in a matter of a few decades. Cities in the 21st century will account for nearly 90% of global population growth, 80% of wealth creation, and 60% of total energy consumption. It is a global imperative to develop systems that improve the livability of cities while dramatically reducing resource consumption. This course will focus on understanding the complexities of cities through the use of Big Data Urban Analytics and the design of New Urban Systems for high-density cities such as systems for mobility, energy, food, and living/working. The design of these systems must be resilient, scalable, and reconfigurable.

Today, academic research and industrial applications in the area of “Smart Cities” seek to optimize existing city infrastructure, networks, and urban behavior through the deployment and utilization of digital networks. Cities that employ optimization techniques have reported improvements in energy efficiency, water use, public safety, road congestion, and many other areas. However, optimization has its limits. For instance, the improvement of traffic flow in most cities can approach 10% based on current “Smart Cities” approaches such as sensing the road network, predicting the demand, and controlling traffic signaling. Research and investments in new urban systems are fundamentally critical because optimization will have little effect for rapidly urbanizing cities such as Bangalore, India, which experience around the clock congestion. This course moves beyond “Smart Cities” by focusing on disruptive innovations in technology, design, planning, policy, and strategies that can bring dramatic improvements in urban livability and sustainability.

This course aims to develop a holistic model for high-performance urban living based on the concept of “Compact Urban Cells” – a neighborhood area of approximately one square kilometer in diameter containing most of what citizens need for everyday life within a 20-minute walk. This course will introduce the following key elements for Compact Urban Cells:

  1. Resilient Urban Cells – compact, walkable neighborhood where places of living, work, culture, shopping, and play are within short reach and support a rich diversity of interactions and activities.
  2. New Mobility Systems – alternatives to the private fossil-fueled automobile are more convenient, affordable, pleasurable, and traffic congestion can be essentially eliminated: Electric-based and shared options.
  3. Resilient Energy Systems – microgrids, and locally-produced renewables create agile, adaptable, efficient energy networks.
  4. Living Space on Demand – hyper-efficient and transformable micro-apartments that are affordable, fun and productive for young professionals in the creative heart of the city.
  5. Shared Co-Working Facilities – co-working facilities, cafés, "fab labs" (fabrication laboratories), and other shared facilities support innovation and entrepreneurship.
  6. Urban Food Production – advanced urban agriculture systems integrated onto rooftops and façades of buildings efficiently deliver high-quality produce and help solve food security problems.
  7. Responsive Technologies – innovative systems enable powerful new applications that improve the life of each resident in areas of health, energy conservation, mobility, and communications.
  8. Trust Networks – privacy is assured for otherwise invasive systems that make use of highly personal data such as mobility patterns and resource consumption (food, water, energy, and individual health profiles).

The course will be divided into three learning methods 1) lectures by course faculty and guests from academia and industry, 2) participatory group design work in “charrette” sessions (a type of brainstorming), and 3) critique by faculty and invited experts. Using the MIT campus and the Kendall Square area as a potential site for deployment, course participants will work on a series of short in-class assignments that focus on solving practical urban problems. The goal of the workshop is for participants to engage in critical thinking about the technological, social, cultural, and economic challenges for achieving smart sustainable cities in order to return to their community, corporation, or institution to implement positive change.

Who Should Attend

Industry:
This program is designed for executives, business unit leaders and managers, financial investors and entrepreneurs, engineers/designers, and urban planners, from companies focused on the built environment, personal mobility and transit, energy, IT infrastructure, food, and Smart Cities development.

Government:
This program is also designed for government leaders charged with new urban economic development, design of new cities, and urban innovation districts or zones. Participants may include government leaders (e.g. mayors or vice-mayors), ministry and agency leaders, department directors, innovation managers, policymakers, city planners, and civil servants at the city, state, regional, or federal level. This course is open to government leaders in the U.S. and internationally.

Precision Engineering Principles for Mechanical Design

June 25-29, 2018

This course is ideal for anyone who wants to help their company develop new, innovative mechanical products. Participants from various industries from consumer products to medical devices to oil and gas equipment will learn a widely applicable, deterministic design process that covers discovery, development, and demonstration. The curriculum provides an introduction to the FUNdaMENTALS of Precision Product Design, starting with the deterministic design process and philosophy and physics-based design principles. This will be followed by focused machine element topics including: linkages, screws and gears, actuators, structures, joints, and bearings. Error apportionment, tolerancing, and budgeting methods are presented to illustrate how machine elements are combined to produce a precision system. Each topic is covered with respect to its physics of operation, mechanics (strength, deformation, thermal effects), and accuracy, repeatability, and resolution, all of which are critical to designing robust high quality products.

Participants are welcome to share their own non-proprietary design challenges. In the spirit of the MIT motto Mens et Manus, the course will demonstrate a practical application of the theory (mens) and design process through the conceptualization and fabrication (manus) of a small benchtop precision system in the MIT Hobby Shop. This program is designed to both deliver fundamental mechanical engineering concepts and apply them to a design process that encourages creativity. Attendees will learn how to develop and harness their organizations? internal talent by catalyzing creativity and deterministic design thinking. Interaction and networking with industry peers is integral to the course. Lastly, the course will be FUN!

Who Should Attend: The ideal participant is responsible for designing innovative new mechanical hardware products. As a leader, they must be willing to go hands-on and get dirty as well as enable others to lead their own product development efforts. Ideal participants include: VP of R&D, Director of Engineering, Manager Global Research, New Product Development Manager, Director of Corporate Innovation, and Design Engineer, along with their direct reports. Participants should have a bachelor's or higher degree in engineering or substantial experience with making, and must be comfortable working in a hands-on environment with tools such as band saws, drill presses, and manual milling machines. Participants must also have a moderate to high experience with Excel.

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