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online

Management Analytics: Decision-Making Lessons from the Sports Industry (self-paced online)

March 11 - May 12, 2020


This program is designed for managers and executives who want to learn how to transform their organizations and make them more data-driven. While the technology used to analyze data is advancing, it?s still up to leaders to organize the way data is used and leveraged in an organization. This course aims to teach professionals how to lead this change, from planning to execution.
In an era of technology and information, managers and executives need to have the skills to lead their organizations with a data-driven strategy. In this course, which is based on our in-person program - Analytics Management: Business Lessons from the Sports Data Revolution, you will be exposed to the Analytics Management Framework, which outlines the strategic, technical, and managerial skills necessary to plan the integration of data analytics into your organization.
In order to develop these key capabilities, this program connects best practice case studies from the sports industry, which has led the way in analytics, to illustrate how data analytics can be used for improved insights at an organizational level. These case studies cover a wide range of factors involved in implementing data analytics in an organization, such as goal setting, identification of challenges, selection of appropriate technologies and tools, structuring of teams, interpretation and communication, and evaluation of the efficacy of an analytics strategy.
Over the course of six weeks, you?ll be guided on how to align data analytics with your organizational goals, how to improve decision making using data analytics, and how to translate analytics insights into positive, impactful action.

online

Mastering Design Thinking (self-paced online)

March 12 - June 3, 2020


Design thinking is a powerful process of problem solving that begins with understanding unmet customer needs. From that insight emerges a process for innovation that encompasses concept development, applied creativity, prototyping, and experimentation. When design thinking approaches are applied to business, the success rate for innovation improves substantially.


Design thinking is a powerful approach to new product development that begins with understanding unmet customer needs. It?s a human-centered design process that approaches problem-solving with understanding the user needs. Design thinking encompasses concept development, applied creativity, prototyping, and experimentation. When design thinking approaches are applied to business, the success rate for innovation has been seen to improve substantially.
Design-driven companies such as Apple, Coca-Cola, IBM, Nike, Procter & Gamble, and Whirlpool have outperformed the S&P 500 over the past 10 years by an accumulated 211% in what's called the Design Value Index?a portfolio of 16 publicly traded companies that integrate design thinking into corporate strategy. According to a 2016 report from the Design Management Institute, this marks the third consecutive year the index has shown an excess of 200% over the S&P 500.
The Mastering Design Thinking program will lead participants through a step by step, design thinking process. To be considered successful, innovations have to solve the three key dimensions of Desirability, Feasibility, and Viability.
Desirability: Is this product or service addressing a real customer need?
Feasibility: Can we develop a solution that is technically feasible and better than competitors?
Viability: Is there a viable business model around this product or service?

cambridge, ma

Strategies for Sustainable Business

March 16-18, 2020


微信红包扫雷外挂网址This innovative three-day program uniquely applies MIT frameworks of process improvement and system dynamics to the topic of sustainability in an effort to help participants return to their organizations with practical strategies for manifesting consensus and change?at both the micro and macro levels.


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 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


微信红包扫雷外挂网址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


微信红包扫雷外挂网址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

Communication and Persuasion in the Digital Age

March 17-18, 2020


Grounded in extensive cognitive research on how we learn and observe, Communication and Persuasion in the Digital Age is designed to help executives and managers become successful communicators in person and in virtual contexts: from group discussions to presentations to social media.


Advancements in technology and the rapid proliferation of digital media, data analytics, and online collaboration require executives to lead their organizations with sophisticated communication skills, adapted for these new ways of working. To be a successful leader today, you must be able to effectively persuade and influence at all levels, in person and virtually, and with supporting data.


Edward Schiappa and Ben Shields draw on cutting-edge communication research, theories of persuasion, studies on parasocial interaction, and empirical studies on compelling storytelling to help participants solve problems, make quality decisions, and motivate people. Session topics include speaking persuasively, visual persuasion, communicating quantitative information clearly, and adapting messages to audiences.

the program will help you leverage new communication skills and harness the power of persuasion to:


  • Influence attitudes and change behaviors in your organization

  • Understand how new technology shapes the way we work and communicate

  • Bring your message
    and your medium into alignment

  • Support your message
    with data analytics

  • Manage
    virtual communications with power and presence

  • Apply
    the latest research to become a confident and inspiring public speaker

  • Create
    a compelling story to galvanize and motivate people

  • Adapt
    and deliver your message across different media channels and to diverse audiences

  • Advance
    the level of discourse within your organization

cambridge, ma

Developing and Managing a Successful Technology Strategy

March 17-18, 2020


This intensive program details a unique and powerful approach to integrating business and technology strategy and to developing profitable ventures and technologies. Participants are introduced to a set of tools to identify high-leverage projects, match product strategy to market dynamics, capture market value, and change organizational capabilities to reflect evolving markets and technological dynamics.

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.

Participants will develop the skill to identify profitable projects for their research dollars and find out how to capture the value of those projects. They will learn how to build technical capabilities for products that create value for their customers and how to restructure their organizations to respond to market and technical dynamics. Most important, they will leave the program with the know-how to implement their strategies for maximum benefit.

The Participants Developing and Managing a Successful Technology and Product Strategy is a must for senior general and technical executives involved in developing, managing, or marketing technology or products, or with managing organizations that sell their products in rapidly changing markets. The program is designed for managers in technology-intensive organizations, marketing and business development executives in technology organizations, and R&D managers in any organization.

Faculty

Pierre Azoulay, International Programs Professor of Management Professor, Technological Innovation, Entrepreneurship, and Strategic Management. His current research focuses on empirical studies of the supply of biomedical innovators, particularly at the interface of academia and the biopharmaceutical industry. He also is interested in the topic of academic entrepreneurship, having recently concluded a major study of the antecedents and consequences of academic patenting. In the past, he has investigated the impact of superstar researchers on the research productivity of their colleagues, and the outsourcing strategies of pharmaceutical firms, in particular the role played by contract research organizations in the clinical trials process.

Ezra W. Zuckerman Sivan, Associate Professor of Strategic Management and course head of the Core Strategy Department at the MIT Sloan School of Management, is an economic sociologist with a focus on social network analysis. He studies how social structures of various kinds emerge and influence behavior and key outcomes for individuals, teams, and organizations. Zuckerman’s current research projects include a study of industry peer networks, exclusive groups of non-competing peer firms from the same industry that gather on a regular basis to learn from one another’s experiences and to motivate one another to achieve higher performance.

mit campus, cambridge, massachusetts

Platform Strategy: Building and Thriving in a Vibrant Ecosystem

March 19-20, 2020


Over the past two decades, some of the most profitable and successful firms are those that have adopted a digital platform model?a strategy whereby the company allows two or more disparate groups to interact over a platform to co-create value; for example, website developers and users on Akamai, recruiters and employees on LinkedIn, and drivers and customers on Uber. In this two-day program, participants eager to develop or launch a digital platform approach will learn why and how their business strategies may need to be revised to be successful.


In 2013, fourteen of the top 30 global brands by market capitalization were platform-oriented companies - companies that created and now dominate arenas in which buyers, sellers, and a variety of third parties are connected in real time. In today's networked age, the cloud, social media, and mobile devices are fueling this platform competition, and more and more companies want in. However, many companies do not succeed in becoming platform leaders because their technology and/or business strategies fall short.




while many platform strategies are well known (e.g. apple's itunes), there are other less-heralded platforms that are exploring new ways to create and capture value. these include: dynamic pricing, usage fees, highly targeted product and service offerings, inbound marketing, and network effects.




Key questions the faculty explores include:



  • Is a customer segment with the highest willingness to pay the most valuable segment?

  • When is tying a customer to a platform (sometimes called lock in) counter-productive?

  • Which pricing formats seem to boost revenues but actually slow platform adoption?

  • How can companies get in front of the common evolution patterns of platforms?

  • When should leaders be wary of platform envy?


through case studies and q&a, experienced managers will emerge with insights for refreshing their company's strategic approach and participating profitably in the multi-sided marketplaces of the future.



By the end of this two-day course, participants should be able to:



  • Identify examples of traditional and non-traditional forms of platforms

  • Describe the common evolution patterns of multisided platforms, including same-side vs. cross-side network effects

  • Identify customer and user groups whose affiliation with the platform is most valuable

  • Decide whether to try to tie customers to a platform or not; the value of open vs. proprietary networks

  • Design strategies to undermine an established platform or to defend against such attacks

  • Describe the principles of platform pricing and how to inform the design of an effective pricing format

  • Recognize the concrete implications of trade-offs in platform design, governance, and staging

  • Decide whether a given value proposition is best developed as a stand-alone platform, or as a complement embedded into another platform's ecosystem;or whether to pivot away from platform strategies all together.

微信红包扫雷外挂网址cambridge, ma

Building, Leading, and Sustaining the Innovative Organization

March 24-25, 2020


This course outlines the steps that need to be taken to implement and manage a culture of innovation. Structured around a framework developed at MIT for leading and organizing breakthrough innovation, the program helps participants better understand how to develop sources of information on current and new technologies and consumer needs.

This program is designed to help organizations change how they approach new product and service developments to encourage rather than inhibit innovation. Too often the culture, structure, and organizational processes that promote efficient short-term developments make innovation very difficult to introduce. Drawing on over five decades of MIT research on innovation, the program will provide participants proven tools, concepts, and frameworks that will enable them to responsibly identify and commercialize the innovative products and services needed to survive and grow in the face of changing markets, technologies, and consumer demand.

In this unique session on identifying and bringing successful ideas to market, you'll learn about the steps you need to take as to drive strategic innovation in the organization, including how to:

* Get the right mix of people and skills you'll need to generate innovative ideas in a more timely manner
* Develop the processes required to support these people
* Build cultures that encourage innovative behaviors
* Decide which ideas are the right ideas in which to invest, and which are the new business opportunities you ought to pursue

Our faculty of senior experts and MIT researchers also will help you to understand:

* Tactics for dealing with the internal politics and resistance to change that can threaten innovation initiatives and early-stage developments
* Techniques you can use to build innovation streams
* Processes for collecting competitive intelligence, forecasting technology change and gathering information on user needs
* Methods for identifying better innovations more quickly, including the lead-user method for discovering breakthrough products, services and strategies, and toolkits for user innovation that enable users to design their own mass-customized products and services.

The Participants
Building, Leading, and Sustaining the Innovative Organization has been developed for senior corporate and technical executives, including Executive Vice Presidents, Vice Presidents of Marketing, New Product Development, Research and Development, Human Resources, and New Business Development, Chief Information Officers, Chief Technologists, Corporate Strategists, Corporate Planners, and other executives with leadership responsibility for their organization.

Faculty

Ralph Katz, Principal Research Associate. For more than 35 years, Professor Katz has been carrying out extensive management research, education and consulting on technology-based innovation with a particular interest in the management and motivation of technical professionals and high performing groups and project teams.

微信红包扫雷外挂网址 Jay Paap, President of Paap Associates, Inc. He has been active in the management of technology for 30 years, and has consulted with industrial and governmental organizations for over 25 years. He has been a frequent speaker on the management of innovation, appearing throughout North America, Europe, the Middle East and Japan. Dr. Paap received his PhD from MIT's Sloan School of Management and has held faculty positions at MIT Sloan and Indiana University.

mit campus, cambridge, massachusetts

Creating High Velocity Organizations

March 24-25, 2020


What makes some organizations capable of generating and sustaining high-velocity, unparalleled, relentless improvement and innovation? This program will introduce the fundamental principles by which such acceleration occurs, give examples of those principles in practice, and give participants an opportunity to test how those principles can be applied and translated to their own work.


微信红包扫雷外挂网址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

微信红包扫雷外挂网址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

微信红包扫雷外挂网址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.