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MIT Campus, Cambridge, Massachusetts

Creating High Velocity Organizations

October 16-17, 2017

Some organizations achieve such exceptional levels of performance?time to market, quality, safety, affordability, reliability, dependability and adaptability?that it puts their rivals to shame. Though few in overall number, they exist in manufacturing, high tech, heavy industry, product design and production, and services, such as health care delivery. The select few are capable of generating and sustaining such high-velocity, broad-based, relentless improvement and innovation, that they achieve unparalleled levels of excellence. Learn what drives the success of these companies.


The Learning Experience

Creating High Velocity Organizations employs several teaching techniques: presentations, case discussions, video dramatizations, and an in-class simulation emphasizing a participatory style to maximize the opportunities for "learning by doing." The program material is organized into thematic modules designed around the four key principles of building the discovery capability in an organization?smart work design, creative problem solving, continuous knowledge sharing, and developing of discovery skills among employees. Each module consists of several sessions, which demonstrate, first, the positive impact through successful application of those key principles, and then provides examples of negative results when those principles were clearly needed but not applied. Each session is punctuated by facilitated small-group exercises, in which participants can actively apply the ideas and examples offered in class to their own specific, real-life situations.


Assignment Required Before Arrival

This program will provide multiple opportunities for participants to explore their own processes. Participants should come prepared to work on an important challenge in their organization.

This program will enable participants to:


  • Create an organization where work is done by harnessing the best-known approaches available and signaling the need for new knowledge.
  • Solve problems as they arise and to develop new understanding that prevents the problems from recurring.
  • Multiply the impact of local discoveries by making them useful systemically throughout the organization.
  • Lead an organization where discovery is encouraged, supported, and promoted at all times. 

The MIT Edge

Traditional business-school curricula tend to focus on teaching decision-making skills as a way to success. However, many companies today?especially those in relatively new industries?find themselves lacking the information or the experience needed to make the decisions that could determine their future. That is where the leaders' ability not only to think, but also to behave like innovators, becomes vital to the success of the organization. Known for its commitment to innovation, with this program MIT Sloan offers a rare opportunity for participants to learn how to channel their curiosity into innovators' behavior.

Cambridge, MA

Digital Marketing and Social Media Analytics

October 16-17, 2017

New digital technologies have fundamentally reshaped marketing theory and practice the last decade alone. Technology has changed the modes of communication through which firms engage with consumers. Moore's law has made the storage and analysis of consumer data scalable, creating opportunities for fine-grained behavioral analytics. New monitoring tools have fostered precise and personalized customer relationship management practices. The rise of mobile phones and tablets has enabled location based messaging and reciprocal communication. The ubiquity of video content has promulgated rich, native advertising programs. The global emergence of social networking has enabled networked based predictive modeling and new forms of targeting and referral strategies based on the preferences of consumers' peers. And finally, new social media have brought all of this onto the public stage, with word-of-mouth conversations driving brand awareness and brand loyalty, and user-generated content on review and ratings sites making or breaking demand for products or services.

This two-day course provides a detailed, applied perspective on the theory and practice of digital marketing and social media analytics in the 21st century. We will cover concepts such as the difference between earned and paid media, predictive modeling for ad targeting and customer relationship management, measuring and managing product virality, viral product design, native advertising, and engaging the multichannel experience. Throughout the course we will specifically stress the theory and practice of randomized experimentation, AB testing and the importance of causal inference for marketing strategy.

Topics covered in this course include:

  • Search marketing
  • Social network marketing
  • Social media analytics
  • User generated content management and marketing
  • Mobile advertising and commerce
  • CRM strategy in the age of big data and digital advertising
  • Earned vs paid media
  • Predictive modeling for ad targeting
  • Viral product design
  • The multichannel experience
  • Randomized experimentation
  • A/B testing

Upon completion of this course you should have a fundamental understanding of:

  • The digital advertising ecosystem and attribution and pricing models for digital advertising
  • The fundamentals of web and app analytics and KPIs for web traffic and commerce
  • Search engine marketing, search engine advertising, ad auctions, and strategies for optimizing search engine advertising
  • Social network marketing and social network targeting
  • Predictive analytics using social network data, peer-to-peer marketing and personalized social advertising
  • Targeting and segmentation, specifically demographic targeting and segmentation, behavioral targeting and segmentation, social targeting and segmentation
  • Social listening?analysis of user generated content, reviews, ratings and their effects on consumer demand
  • Mobile commerce and analytics

Cambridge, MA

Strategy in a Global World

October 16-17, 2017

This program is based on a new view of the world and how business at all levels must work in the context of a globalized world. The globalized world is no longer simply a source of new markets or cost factor savings; it is a source of innovation. Companies must develop a global business strategy that encompasses all aspects of being an organization capable of developing and delivering a proposition that takes advantage of global integration to create value from and for the world.


Why did global integration turn into a strategic imperative for so many industries and companies over the last couple of decades? Why is global integration so challenging for otherwise established multinational companies?


This program addresses how the current world makes a big difference for internationalization and a global strategy, and why incumbent multinationals and emergent multinationals have fared so differently in the dire straits of the new, globalized world. Strategy in a Global World provides a systemic approach to global business strategy and the relentless quest for discovering "why and how," not just "what."


Many participants attend this program along with Understanding Global Markets.

Participants in this program will learn how to think strategically in a globalized world. They will understand the value of global integration, the implications for business enterprise and management, and the keys to global performance. Participants will also learn how to reach new markets and harness human resources from beyond their existing borders.


Participants will gain pragmatic insights on how to:


  • Begin to assess how to develop business beyond their borders
  • Choose among three distinct options for how to grow their businesses
  • Creatively choose how to grow partnerships, networks, and more
  • Recognize and harness the value of having a global scope

After completing the program, participants will be prepared to:


  • Scrutinize their company advantage or lack thereof in order to make the fundamental choice of growing globally as a "national"? (the default choice in the past), a "national plus," or a "metanational"
  • Design a global strategy that is both for and from an interdependent world, allowing their company to turn the world into the most important source of capabilities and innovation, not just of markets or lower factor costs
  • Discover the managerial nature of global integration and profit from less visible forms of local differentiation

Many participants may leave the program realizing that the optimum policy for their companies now will be one that was not there before: being a local company with a global strategy.

MIT Campus, Cambridge, Massachusetts

Implementing Enterprise-Wide Transformation

October 16-17, 2017

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

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.

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