Beruflich Dokumente
Kultur Dokumente
Program
Guide
executive.mit.edu
DISRUPT.
INVENT.
TRANSFORM.
E X E C U T I V E C E R T I F I C AT E S P. 11
NE W PROGR AMS
C U S T O M P R O G R A M S P. 35
P R O G R A M C A L E N D A R P. 43
IDEAS MADE
TO MATTER
LIVING MIT ALUMNI
HAVE L AUNCHED
30,000+
ACTIVE COMPANIES...
CRE ATING
MILLION JOBS...
4.6
$1.9
86
MIT Sloan Executive Education programs are designed to help leaders rethink the way they
do business. Thousands of executives from around the world come here each year to learn
both the art
Our world-renowned faculty share decades of research and demonstrate the data that powers
their breakthrough ideas. Our participants learn groundbreaking strategies through hands-on
classroom activities, real-world case studies, and visits to innovative companies that put these
concepts into practice. Together, their efforts have had a profound impact on the world
whether through their leadership achievements, entrepreneurial endeavors, or pioneering
business accomplishments.
*According to the Entrepreneurship and Innovation at MIT Continuing Global Growth and Impact study
Sincerely,
executive.mit.edu
Use the table of contents below to select courses by topic relevancy or executive
certificate track. See the Program Calendar at the back of this guide for program dates.
T E C H N O L O G Y,
OPER ATIONS, & VALUE
CHAIN MANAGEMENT
T0PICS
E X E CU T I V E
C E R T IF IC AT E
T R AC K
PAG E
P RO G R A M N A ME
12
13
Applied Neuroscience: Unleashing Brain Power for You and Your People
13
Business Dynamics: MITs Approach to Diagnosing and Solving Complex Business Problems
13
14
14
21
15
15
15
16
16
Investment Management Theory and Practice: A CIMA Certification Registered Education Program (online)
17
Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making
17
17
18
18
Maximizing Your Personal Productivity: How to Become an Efficient and Effective Executive
19
19
19
20
20
21
22
22
22
23
23
23
Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain
24
Innovation Ecosystems for Corporate Leaders: Strategic Approaches to Engagement for Sustainable Competitive Advantage NEW
25
25
25
Marketing Innovation
26
26
27
27
27
28
29
29
29
30
30
31
31
31
32
32
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s
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executive.mit.edu
hn
olo
gy
n
Ma
ag
em
en
BREAKING
CONVENTION.
SPARKING
INVENTION.
Today, MIT Sloan is not only at the forefront of executive education
we define it and continue to introduce revolutionary innovations and
ideas to the world. Innovations like interactive virtual classrooms, multilanguage courses, and unparalleled leadership programs that address critical
issues and resonate with executives throughout the world.
D I S T I N G U I S H E D I N N O V AT I O N S
IDEAS-Indonesia
a leadership program
that brings together
leaders from the
private, government,
and community sectors
to address Indonesias
complex conservation,
education, and
business challenges
a pioneering program in
which Haitian officials learned
concepts and toolstheyapplied
to real-world challenges,
such as poverty-alleviation,
economic regeneration, and
rebuilding Haiti after the
2010 Earthquake
executive.mit.edu
D I S C O V E R W H O TA K E S E X E C U T I V E E D U C AT I O N C O U R S E S AT M I T S L O A N
Heres a look at some of the executives youll meet and network with in our
open enrollment and executive certificate programs.
11%
13%
TECHNOLOGY / IT
5% CONSULTING
9%
12%
6%
OTHER
ENGINEERING
3% INNOVATION
5% STRATEGY / PL ANNING
6%
4% FINANCE / ACCOUNTING
GENERAL MANAGEMENT
1% NEW VENTURES
4% MANUFACTURING / OPERATIONS
5% ADMINISTRATION / HR
18%
1% ACADEMIA / TEACHING
2%
WHOLESALE/RE TAIL
2%
CONSTRUCTION/REAL ESTATE
3%
NON-PROFIT
4%
HEALTHCARE/HOSPITALS
4%
NATURAL RESOURCES
6%
EDUCATION
6%
ENGINEERING/TECHNICAL SERVICES
6%
PROFESSIONAL SERVICES
6%
PHARMACEUTICALS/CHEMICALS
7%
GOVERNMENT/MILITARY
MANUFACTURING - TECH
BANKING/FINANCIAL SERVICES
INDUSTRY
10%
INFORMATION/COMPUTER-REL ATED
12%
1%
OTHER
JOB FUNCTION
4% PROJECT MANAGEMENT
13%
63%
EUROPE
NORTH
AMERICA
4%
GEOGR APHY
8%
ASIA
MIDDLE
EAST
8%
SOUTH
AMERICA
3%
AFRICA
1%
AUSTRALIA / NEW ZEALAND
As an executive, you need to be on top of your game and ahead of the crowd. Way ahead. Whether youre deeply
involved in running a business, pivoting into a management position, or faced with tough competitors, youre not
about to shy away from challenges. You need to outsmart time, outsmart change, and outsmart convention.
We get it. And thats exactly what weve built our executive education programs around. Through our mix of open
enrollment courses, online offerings, and executive certificate programs, MIT Sloan Executive Education can
help you do just thatreinvent your organization, yourself, and, ultimately, your future.
1914
MIT Sloan
School of
Management
is founded
Executive Certificates:
Online Options:
K N O W L E D G E E X E C U T I V E S C A N U S E , I M M E D I AT E LY
1931
The worlds
first universitybased
executive
education
program,
which later
grew into the
Sloan Fellows
program, is
created
1953
MIT Sloan
offers shorter
executive
courses to
the business
community
so they can
benefit from
the latest
research and
insights
1990
2006
MIT Sloan
Executive
Certificates
are offered
The MIT
Entrepreneurship
Center, now the
Martin Trust
Center for MIT
Entrepreneurship,
is founded
from which the
Entrepreneurship
Development
Program evolved
executive.mit.edu/article/online-programs
executive.mit.edu/executivecertificates
2011
MIT Sloan
Advanced
Certificate for
Executives
(ACE) is
introduced
2013
Global
Executive
Academy
(GEA) brings
MIT content
to the
non-English
speaking
world
2013
The first
virtual
online
program
takes place
2014
The Advanced
Management
Program
(AMP) is
initiated
2014
The
curriculum
expands
to include
more than
40 short
courses
2015
The first
virtual
participant
appears in
a classroom
as a robot
All of our programs are taught by respected MIT Sloan faculty who challenge
traditional thinking and approach problems from refreshing perspectives.
Each of our course options reflect MIT Sloans core mission
executive.mit.edu
BIG IDEAS
IN PRACTICE
OUR FACULTY REDEFINE BUSINESS INTELLIGENCE
Across MIT, some of the worlds most audacious thinkers are launching change.
They are the MIT Sloan Executive Education faculty. Their innovations and
inventions reverberate throughout boardrooms, classrooms, and living rooms
around the globe. Our participants embrace the opportunity to be close to these
expertsas well as among themin order to take advantage of the tools and
methods learned to navigate the business challenges they face every day.
The reputation of our esteemed faculty was built over the last century by
such pioneers as Jay Forrester, the father of system dynamics; John D. C. Little,
one of the founders of marketing science; Nobel Prize-winning economists Robert
Solow and Franco Modigliani; and Arnoldo Hax, who developed the revolutionary
Delta Model framework. The legacy continues with thought leaders such as:
DEBOR AH ANCONA
TOM MALONE
W A N D A O R L I KO W S K I
PE TER SENGE
JOHN STERMAN
Breakthrough concepts and methods based on leadingedge, data-driven management research that is grounded
in analytical thinking are the hallmarks of our executive
education programs.
FAC U LT Y S P O T L I G H T
DEBORAH ANCONA
Seley Distinguished Professor of Management, Professor of Organization
Studies, & Faculty Director, MIT Leadership Center
SINAN ARAL
David Austin Professor of Management, Professor of Information
Technology and Marketing
JARED CURHAN
Sloan Distinguished Associate Professor of Organization Studies
Hands down, this is the best course Ive done so far. Jared as a
teacher is extraordinary. Insightful, talented, extremely knowledgeable
and very funny. His teaching methods are perfect, the content is
excellent, and what hes expecting from you is very, very clear. I am
absolutely delighted with what Ive learned and can go on to use.
Sandra Davey, Non-Executive Director, CHOICE (Australian Consumers Association)
Past participant in Negotiation for Executives
DOUG READY
MIT Sloan Senior Lecturer
To meet all the MIT Sloan Executive Education faculty, visit executive.mit.edu/faculty
executive.mit.edu
10
EXECUTIVE CERTIFICATES
In the pursuit of advanced learning, executives must consider the ROIreturn on impactor what theyll gain in the process.
While an Executive Certificate at MIT is a formal recognition of professional development and a commitment to continuous
learning, at the same time, it allows executives to focus their development on a set of competencies that can be applied to the
real world. Certificates are offered in three tracks that tailor education plans to meet specific interests and business goals.
Participants must complete four programswith at least three of the four coming from their chosen certificate trackwithin
a four-year period. (At least one of the programs must be attended in person rather than virtually.) There are many different
program combinations available when designing the Executive Certificate plan that is right for you, including the option of
completing the Executive Certificate requirements in one short visit.
TO QUALIF Y
ITS AS E ASY
AS 1-2- 3
Select your
timeframe: from 2
weeks up to 4 years
Realizing Synergies
Organization
SUN
MON
9
16
TUE
10
WED
11
executive.mit.edu/certsamples
THU
12
13
Implementing
17
18
19
FRI
20
SAT
14
21
15
22
B E N E F I T S F O R E X E C U T I V E C E R T I F I C AT E H O L D E R S :
n Invitations to select MIT Sloan events and networking opportunities
n Membership in the MIT Sloan Executive Certificate Network Group on LinkedIn
TA K E YO U R L E A R N I N G
TO THE NE X T LE VEL
Effective Executive
executive.mit.edu/aceinonevisit
2 017
May 30 June 30
2 5 P R O G R A M D AY S / $ 6 2 , 5 0 0 I N C L U D I N G
ACCOMMODATIONS
Limited to 35 participants
P R O G R A M F A C U LT Y : Pierre Azoulay, Phil
Budden, Vladimir Bulovic, Court Chilton,
Jake Cohen, Joseph Coughlin, Jared Curhan,
Steven Eppinger, Roberto Fernandez,
Matthew Kressy, Douglas Ready, Nelson
Repenning, Roberto Rigobon, Jeanne Ross,
Ben Shields, Catherine Tucker,
Ezra Zuckerman
PROGR AM R ATING:
| 4.8
executive.mit.edu
12
Applied Neuroscience:
Unleashing Brain Power for
You and Your People
This experiential course helps leaders
motivate and inspire in ways that
catalyze innovation and increase
business success. Through a balance
of theory and application, participants
study the latest neuroscience
research and how it can inform
management practice. Participants
will learn about the impact of gender
and cultural diversity on confidence,
cognitive decision-making systems,
and keys for embedding a culture of
learning at an organization.
W H O S H O U L D A T T E N D : senior-level leaders
who want to gain deeper understanding
of how the brain works and apply that
knowledge in the workplace for greater
impact; executives working in large,
complex organizations seeking new ways
to influence and mobilize people and
drive organization-wide change
2 017
March 2122
October 34
2 PROGR A M DAYS / $ 3,900
PROGR A M FACULT Y:
Tara Swart
PROGR AM R ATING:
| 5.0
Communication and
Persuasion in the
Digital Age
The rapid proliferation of digital
media creates new challenges
and opportunities for managers to
communicate effectively with diverse
audiences in a variety of settings. This
program is designed to help executives
become successful communicators
in any contextfrom public speeches,
interpersonal meetings, and group
discussions to video conferencing,
email, and social media. The faculty
draw on decades of advanced
communication research to help
participants solve problems, make
quality decisions, and motivate people.
people in sales and
marketing; planning and development;
operations management; strategic
partnerships; supply-chain agreements;
recruitment and human resources
2 017
March 910
June 1516
October 1011
2 P R O G R A M D AY S / $ 3 ,7 0 0
P R O G R A M F A C U LT Y :
Edward Schiappa,
Ben Shields
2 017
June 1923
PROGR AM R ATING:
| 4.3
5 P R O G R A M D AY S / $ 9, 1 0 0
P R O G R A M F A C U LT Y :
Nelson Repenning,
John Sterman
PROGR AM R ATING:
C U LT U R E I S O N E O F T H E S T R O N G E S T
F O R C E S I N A N O R G A N I Z AT I O N
| 4.7
Culture eats strategy for breakfast, operational excellence for lunch, and
everything else for dinner. Bill Aulet in The Huffington Post
To read the full article, go to executive.mit.edu/Aulet-Huffington-Post
Entrepreneurship
Development Program
managers with
responsibility for core products,
services, or mission-critical processes;
experts on process excellence; senior
corporate executives; entrepreneurs in
any industry, or new and emerging fields.
For the highest impact we recommend
participants attend in groups.
2 017
March 2829
June 2728
October 1617
CEOs; CTOs;
vice presidents; managing directors;
managers of business development,
research and development, and
technology; successful and aspiring
entrepreneurs/intrapreneurs; corporate
venturing officers; academics; regional
development officers
Course programs
and interactions are
structured in a way
that create a vivid
simulation of realworld challenges
where you face
yourself, befriend your
weaknesses, grow
from them and help
others do the same.
I would definitely
recommend this
program to anyone
who wants to be seen
as a leader
2 017
2 PROGR A M DAYS / $ 3,500
PROGR A M FACULT Y:
January 2227
Roberto Fernandez,
Steve Spear
PROGR AM R ATING:
| 4.3
5 P R O G R A M D AY S / $1 0 , 9 0 0
William Aulet,
Christian Catalini, Matt Marx, Fiona
Murray, Scott Stern, Catherine Tucker
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted.
All programs are located in Cambridge, MA, unless otherwise noted. Overall Program Ratings are accurate as
of September 2016. Please visit executive.mit.edu for the most current information.
Sidita Hasi
FedEx
Project Leader
U.S.
Management and Leadership
Executive Certificate Holder
| 4.9
executive.mit.edu
14
Global Executive
Academy (multi-language)
Greater Boston
Executive Program
senior
technical managers; CIOs; chief
technologists; head scientists;
research and development and product
development directors; engineering
and manufacturing vice presidents;
corporate strategists; project managers;
systems information managers
2 017
June 2021
October 56
July 1120
Xavier Giroud,
Paul Mende
PROGR AM R ATING:
CIOs; chief
technologists; corporate strategists
and planners; senior executives in
research and development, engineering,
and manufacturing; vice presidents of
marketing, product development, human
resources, and business development;
head scientists; managers
2 017
| 4.3
8 P R O G R A M D AY S / $1 4 , 9 0 0
Jake Cohen,
Jared Curhan, Roberto Fernandez,
Kristin Forbes, Daena Giardella, Ralph
Katz, Wanda Orlikowski, Jay Paap, Rob
Salafia, Ben Shields, Steve Spear
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
O U R I N N AT E
CURIOSIT Y IS A KE Y
T O I N N O V AT I O N
2 017
March 6 May 1
8 P R O G R A M D AY S / $1 0 , 0 0 0
| 4.9
In talking with some of the most innovative people in business, including Jeff Bezos, Marc Benioff,
and A.G. Lafley, Ive found that they have in common the capacity to ask the right questions. While
interviewing them, they typically asked me more questions than I asked them. Fueled by continuous
curiosity, these leaders define clear objectives, identify potential opportunities, and create more
focused plans to reach a goal. Hal Gregersen in Bloomberg Business
To read the full article, go to executive.mit.edu/Gregersen-Bloomberg
| 4.0
Intelligent Organizations
4Dx (live online)
This course is conducted in an
immersive environment that enables
participants to interact in real time
with peers and faculty through avatars
in virtual classrooms. The course
illustrates how people and computers
can be connected in new ways so that
collectively they act more intelligently
than any person, group, or computer
has done previously. It is designed
to help executives understand how
to create a competitive advantage
by harnessing organizational
approaches made possible by the
latest communications technologies.
W H O S H O U L D A T T E N D : CEOs, senior
executives, and managers who are
in a position to make significant
changes in the ways work is organized
in their units; managers of IT, human
resources, strategy, and research
2 017
TBD
2 PROGR A M DAYS / $ 3,300
ONLINE PROGR AM
Investment Management
Theory and Practice:
A CIMA Certification
Registered Education
Program (online)
Built around the Certified Investment
Management Analyst (CIMA)
certification curriculum and approved
by the Investment Management
Consultants Association (IMCA),
this course fulfills the initial education
requirement for CIMA certification. The
program explains the core topics and
learning objectives found in the CIMA
certification curriculum, reviews financial
and investment concepts and strategies,
and covers topics including ethics and
regulation, financial fundamentals,
risk management, and performance
measurement and analysis.
W H O S H O U L D A T T E N D : candidates include
investment advisors and consultants;
financial advisors and planners; asset
and wealth managers; financial services
professionals; applicants must be
current CIMA certification candidates
in good standing and have passed the
CIMA qualification exam
Thomas Malone
| 3.0
2 017
TBD
5 P R O G R A M D AY S / $ 3 , 9 9 5
ONLINE PROGR AM
Andrew Lo
| 4.0
F U N D A M E N TA L S O F F I N A N C E F O R
THE TECHNICAL E XECUTIVE
executive.mit.edu
16
Leading Change in
Complex Organizations
This program helps senior managers
harness the leadership skills, political
resources, and cultural understandings
needed to guide successful
organizational change. It utilizes a
unique analytical framework to address
the change process from three key
perspectives. It includes an exercise
on networks and power, and provides
insights on the neuroscience of our
brains and the psychology of getting
things done. Bring a laptop to engage in
insightful simulations.
W H O S H O U L D A T T E N D : senior leaders
and change agents in any industry;
executives who manage training
and education; vice presidents of
operations; directors of organizational
development and corporate strategy;
managers of communications, business
development, and human resources;
senior business engineers
2 017
May 1419
2 017
5 P R O G R A M D AY S / $ 9, 3 0 0
May 810
October 24
P R O G R A M F A C U LT Y :
PROGR A M FACULT Y:
Sam Abell,
PROGR AM R ATING:
Hal Gregersen
PROGR AM R ATING:
general managers
and staff executives responsible for
hiring and managing talent; directors
of organizational development and
corporate strategy; HR directors and
managers; vice presidents of operations
July 1112
October 1819
| 4.8
2 P R O G R A M D AY S / $ 3 ,7 0 0
P R O G R A M F A C U LT Y :
Emilio Castilla
New program.
Rating not yet available.
PROGR AM R ATING:
| 5.0
MAKE A SERIES OF
T E N TAT I V E C O N C L U S I O N S
BEFORE BIG DECISIONS
2 017
John Carroll,
Emilio Castilla, Roberto Fernandez,
David Krackhardt, Nelson Repenning,
John Van Maanen
If you spend two months researching an issue before making a decision, youll waste time
gathering irrelevant facts and may miss critical issues. Start ruling out options after just two days
and keep making tentative conclusions to focus your research and make better decisions faster.
Bob Pozen in The Economist
To read the full article, go to executive.mit.edu/Pozen-The-Economist
Managing Technical
Professionals and
Organizations
Goals, incentives, and management
challenges for technical professionals
often differ from those of other
employees. Drawing on the wealth
of research and industry experience
of faculty and leading practitioners,
this program explores a set of proven,
practical, and innovative strategies
for maximizing the contribution of an
organizations technical professionals.
The program provides key insights
on how to retain technical staff,
integrate technical professionals into
an organization, build more successful
project teams, keep teams high
performing, and develop reward and
incentive systems.
executives who
manage technical professionals,
including CIOs; CTOs; vice presidents
and directors of research and
development, engineering, and
manufacturing; managers of
product development and systems
information; corporate strategists
2 017
March 1415
June 2930
October 1011
PROGR AM R ATING:
TR ANSFORMING YOUR
L E A D E R S H I P S T R AT E G Y
2 017
June 1314
October 56
2 P R O G R A M D AY S / $ 3 , 5 0 0
Ralph Katz
P R O G R A M F A C U LT Y :
| 4.4
Robert Pozen,
Ben Shields
PROGR AM R ATING:
| 4.4
executive.mit.edu
18
April 45
June 2223
October 1213
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
March 1617
September 2829
2 P R O G R A M D AY S / $ 3 , 9 0 0
2 016 2 01 9 C O H O R T
Neuroscience
for Leadership
Jared Curhan
| 4.9
2 P R O G R A M D AY S / $ 3 , 9 0 0
P R O G R A M F A C U LT Y :
Tara Swart
PROGR AM R ATING:
Deborah Ancona,
| 4.4
| 5.0
DONT ADOP T A
MANAGEMENT
S TRUCTURE JUS T
BECAUSE ITS POPUL AR
19 MIT Sloan Executive Education
Leaders will come in and theyll change the structure without realizing that they havent changed
the norms of how things get done. You can be surprised by things like: people dont feel like
they should collaborate; they feel like they should still ask the boss permission before they do
anything. People dont take the initiative that you need in that kind of structure because the
culture is still one of hierarchy. Deborah Ancona on FastCompany.com
To read the full article, go to executive.mit.edu/Ancona-Fast-Company
Sports Analytics
Management NEW
Transforming Your
Leadership Strategy
W H O S H O U L D A T T E N D : sports executives;
non-sports executives; executives
seeking to refine and implement an
analytics strategy for their organization;
executives transitioning to a leadership
role that involves analytics
2 017
2 017
March 67
October 1819
March 2324
September 2627
2 P R O G R A M D AY S / $ 3 , 9 0 0
PROGR A M FACULT Y:
Ben Shields
New program.
Rating not yet available.
PROGR AM R ATING:
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
Deborah Ancona
| 4.4
N E G O T I AT I O N F O R E X E C U T I V E S
executive.mit.edu
20
Executive Program in
General Management
(EPGM)
executives in
decision-making roles who seek new
ideas about how to solve difcult
business problems; CEOs; COOs;
CTOs; presidents; executive vice
presidents and vice presidents;
senior project and product
development managers; corporate
planners; corporate strategists
WHO SHOULD AT TE ND:
leaders in
high-tech, information technology,
manufacturing, pharmaceuticals,
infrastructure, oil and gas; executives
with a minimum of 10 years of work
experience; fluency in written and
spoken English; a graduate degree
2 016 2 017
2 017
March 78
July 1314
October 34
2 P R O G R A M D A Y S / $ 3 ,7 0 0
J. Bradley Morrison,
John Sterman
PROGR AM R ATING:
P R O G R A M F A C U LT Y :
| 4.6
PROGR AM R ATING:
| 4.5
U N D E R S TA N D I N G A N D S O LV I N G
COMPLE X BUSINESS PROBLEMS
Great experience!
John Sterman is an
outstanding professor,
and the balance
between content,
tools and examples
is perfect.
Guillermo Francisco Gelonch
Professor
Universidad Nacional de Tres de Febrero
Argentina
Overall:
Application:
Content:
Experience:
Building Game-Changing
Organizations: Aligning
Purpose, Performance,
and People
Game-changing organizations follow
breakaway business models. Their
leaders are purpose driven and
performance orientedcapabilities
that help them get out front and stay
there. Participants will learn how to
develop game-changing organizations
that make their companies worldclass talent factories, as well as the
importance of an innovative company
culture. Through Practitioners Corner
Sessions, they will also learn from
the successes and challenges of
companies that have been on similar
journeys of transformation.
upper to senior
level managers involved in company
strategy, vision, and operational
priorities; division, business unit,
functional, or geographic leadership
team members; human resources
professionals in senior roles involved in
enterprise-wide change
WHO SHOULD AT TE ND:
senior corporate
and technical executives, including
executive vice presidents; vice
presidents of marketing, product
development, research and
development, human resources, and
business development; CIOs; CTOs;
corporate strategists
2 017
March 2021
June 2021
October 1011
2 017
TBD
2 P R O G R A M D AY S / $ 4 , 5 0 0
April 67
June 1516
October 1213
November 34
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
Donald Sull
| 5.0
2 P R O G R A M D AY S / $ 3 ,7 0 0
Ralph Katz,
Jay Paap, Eric von Hippel
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
2 017
2 016
PROGR A M FACULT Y:
Douglas Ready
PROGR AM R ATING:
| 4.3
| 4.5
All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted.
All programs are located in Cambridge, MA, unless otherwise noted. Overall Program Ratings are accurate as
of September 2016. Please visit executive.mit.edu for the most current information.
executive.mit.edu
22
2 016
November 12
Driving Strategic
Innovation: Achieving High
Performance Throughout
the Value Chain
This joint program with the IMD
helps leaders manage innovation
from concept to commercialization.
It knits together marketing, product
development, technology assessment,
value chain design, project execution,
and talent management in a
roadmap for achieving breakthrough
performance. The course uses an
integrative value chain framework
created at MIT to combine technology
and innovation strategy with the tools
required for successful implementation.
W H O S H O U L D A T T E N D : senior executives
and entrepreneurs with signicant
input into the technology, supply
chain, and innovation strategy of their
organizations; CEOs; COOs; CIOs; CTOs;
directors of research and development
2 017
February 26 March 3
5 P R O G R A M D AY S / C H F 11 , 5 0 0
L AUSANNE, SWIT ZERL AND
2 017
April 1314
June 2930
October 1617
2 017
March 2829
June 2223
October 2324
2 017
September 2429
5 P R O G R A M D AY S / $11 , 5 0 0
2 P R O G R A M D AY S / $ 3 , 9 0 0
2 P R O G R A M D A Y S / $ 3 ,7 0 0
PROGR A M FACULT Y:
P R O G R A M F A C U LT Y :
Pierre Azoulay,
PROGR AM R ATING:
Ezra Zuckerman
PROGR AM R ATING:
C O M M U N I C AT I O N
O F S T R AT E G Y
DOESNT EQUAL
U N D E R S TA N D I N G
CAMBRIDGE, MASSACHUSE T TS
Sinan Aral
| 4.9
| 4.4
PROGR AM R ATING:
| 4.6
Senior executives are often shocked to see how poorly their companys strategy is understood
throughout the organization. In their view, they invest huge amounts of time communicating strategy
but the amount of communication is not the issue. Part of the problem is that executives measure
communication in terms of inputs (the number of e-mails sent or town halls hosted) rather than by
the only metric that actually countshow well key leaders understand whats communicated.
Donald Sull in Harvard Business Review
To read the full article, go to executive.mit.edu/Sull-HBR
Charles Fine,
Bill Fischer, Duncan Simester
P R O G R A M F A C U LT Y :
Innovation Ecosystems
for Corporate Leaders:
Strategic Approaches
to Engagement for
Sustainable Competitive
Advantage NEW
Based on MITs research into the
science of innovation ecosystems,
this course equips executives with
the high-level frameworks and tools
necessary to understand their
innovation landscape. It allows
them to capture innovation-driven
entrepreneurial advantage by
providing leadership as stakeholders
in innovation ecosystems. Participants
will learn ways to assess their local
and other ecosystems as potential
locations for innovation centers, as
well as ways to partner with startup
entrepreneurs, research universities,
risk capital providers, and corporate/
government stakeholders.
W H O S H O U L D A T T E N D : executives in
public and private sectors including
senior managers; C-suite executives;
future leaders; those interested
in encouraging innovation in their
organizations or regions through
leveraging innovation ecosystems;
participants from developed as
well as emerging markets
2 017
March 3031
June 2728
November 78
2 P R O G R A M D A Y S / $ 3 ,7 0 0
PROGR A M FACULT Y:
Phil Budden,
Fiona Murray
New program.
Rating not yet available.
PROGR AM R ATING:
executive.mit.edu
24
Leadership by Design:
Innovation Process
and Culture
CEOs; COOs;
presidents; executive vice presidents;
vice presidents of marketing and new
venture development; heads of R&D,
engineering, manufacturing, and IS;
chief technologists; corporate planners
and strategists; senior managers
with leadership responsibility and
executives seeking to improve creative
problem solving skills and deliver
higher value-creating innovation at
their organizations
2 016
entrepreneurs and
intrapreneurs seeking new solutions
and products; executives and senior
managers in leadership roles; product
development managers and engineers;
individuals and teams looking to create
a more experimental corporate culture
and who seek integrated approaches
for communication and validation
across teams
2 017
March 1617
July 1112
November 23
2 P R O G R A M D AY S / $ 3 ,7 0 0
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
November 1415
2 017
Catherine Tucker
| 4.8
June 2728
November 910
2 017
March 3031
June 56
November 1415
2 P R O G R A M D AY S / $ 3 , 9 0 0
P R O G R A M F A C U LT Y :
Marketing Innovation
Matthew Kressy
| 2.3
Phil Budden,
Hal Gregersen
PROGR AM R ATING:
| 5.0
Putting pricing on autopilot means you are assuming the rest of the world is just like your
home country ... in different countries, consumers do, indeed, behave differently. Learning
about other markets and experimenting with a range of prices can boost sales and revenue.
Catherine Tucker in TechCrunch
To read the full article, go to executive.mit.edu/Tucker-TechCrunch
2 017
April 1314
June 1516
October 2526
2 P R O G R A M D A Y S / $ 3 ,7 0 0
PROGR A M FACULT Y:
Pierre Azoulay,
Catherine Tucker
PROGR AM R ATING:
| 4.2
S T R AT E G I E S F O R
S U S TA I N A B L E B U S I N E S S
2 016
November 29 December 14
2 017
April 25 May 10
2 P R O G R A M D AY S / $ 4 , 5 0 0
ONLINE PROGR AM
Catherine Tucker
| 4.0
executive.mit.edu
26
Strategies for
Sustainable Business
CIOs; COOs;
executive vice presidents; vice
presidents of operations; senior
marketing and business development
executives; senior project managers;
IT leaders; innovation officers; product
development managers; corporate
planners; strategists; strategic planners
2 017
April 1112
November 1617
2 PROGR A M DAYS / $ 3,500
Kristine Dery,
Jeanne Ross, Barbara Wixom,
Stephanie Woerner
PROGR A M FACULT Y:
PROGR AM R ATING:
| 4.5
functional and
business unit leaders responsible for
advancing sustainability; investment
professionals charged with aligning
socially responsible investments with
value; professionals who need to
understand strategies that promote
sustainable business practices;
environmental consultants who want
to prove the value of sustainability in
the marketplace; NGO and government
leaders who need a business-centered
but cross-sectoral perspective on
sustainability
March 2224
October 1820
CEOs; COOs;
presidents; executive vice presidents;
vice presidents of marketing and
new venture development; heads
of research and development,
engineering, manufacturing, and
IS; entrepreneurs; corporate
managers and strategists; senior
managers; venture capitalist
managers; consultants; managers
and entrepreneurs who manage
multinational corporations or
companies with international clients
2 017
June 1314
October 1617
2 P R O G R A M D AY S / $ 3 ,7 0 0
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
3 P R O G R A M D AY S / $ 4 , 9 0 0
P R O G R A M F A C U LT Y :
Donald Lessard,
Eleanor Westney
2 017
PROGR AM R ATING:
| 4.9
| 4.2
Understanding Global
Markets: Macroeconomics
for Executives
This course introduces participants to
some of the most important concepts
in macroeconomics and global markets
today. It is designed to help executives
understand and predict the performance
of economies in order to mitigate
risk, develop growth plans, and make
investment decisions, both locally
and abroad. The program addresses
dynamics of comparative advantage,
sources of international conflict, and
varied responses of economies to crisis.
Participants get an in-depth look at
comparative advantages and crises in
Europe, Asia, Latin America, and the U.S.
C-level executives;
general managers; business unit
managers; vice presidents of nance,
operations, human resources,
marketing, and sales; strategic
planning managers; consultants
2 017
March 1315
June 79
October 30 November 1
3 PROGR A M DAYS / $4,900
U N D E R S TA N D I N G G L O B A L M A R K E T S :
MACROECONOMICS FOR E XECUTIVES
PROGR A M FACULT Y:
PROGR AM R ATING:
Roberto Rigobon
| 4.9
Overall:
Application:
Content:
Experience:
executive.mit.edu
28
Developing a Leading
Edge Operations Strategy
Essential IT for
Non-IT Executives
W H O S H O U L D A T T E N D : senior managers
from manufacturing and service
industries responsible for developing
and executing operations strategy;
COOs; strategic planners; vice
presidents of business strategy,
operations, supply chain management,
services, and product development;
operations general managers; senior
project and program executives
2 017
March 2324
July 2728
November 910
March 3031
October 2526
2 017
2 P R O G R A M D AY S / $ 3 , 5 0 0
Jeanne Ross,
George Westerman, Barbara Wixom
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
Implementing
Improvement Strategies:
Dynamic Work Design
| 4.5
March 1415
July 2021
October 31 November 1
2 P R O G R A M D AY S / $ 3 ,7 0 0
Sheila Dodge,
Don Kieffer, Nelson Repenning
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
| 4.6
Vivek Farias,
Thomas Roemer, Zeynep Ton
PROGR A M FACULT Y:
PROGR AM R ATING:
| 4.3
HIGH-PERFORMING
C O M PA N I E S D O
A N A LY T I C S D I F F E R E N T LY
Most companies get stuck trying to figure out how to do everything in one big bang approach
that may be trying to accomplish too much. The only way to know if you have the right data,
the right people, and the right skills is to just start simple, build your confidence, and leave
the complexity for later. David Simchi-Levi in Supply Chain Navigator
To read the full article, go to executive.mit.edu/simchi-levi-scn
April 45
July 1112
November 78
to cope with
complexities and
changes reconfiguring
our business worldwide,
I have to be able to link
technology decisions
with business strategy.
I selected MIT Sloan
Executive Education
because of the highquality faculty and
innovative way in which
they teach management
and leadership.
Bernard Gavgani
BNP Paribas
Global Head of IT and Operations
France
Technology, Operations, and Value Chain
Management
Executive Certificate Holder
2 017
Managing Complex
Technical Projects
John Carrier,
July 1819
October 2324
2 P R O G R A M D AY S / $ 3 , 5 0 0
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
Steven Eppinger
PROGR AM R ATING:
All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted.
All programs are located in Cambridge, MA, unless otherwise noted. Overall Program Ratings are accurate as
of September 2016. Please visit executive.mit.edu for the most current information.
| 4.4
executive.mit.edu
30
Platform Revolution:
Making Networked
Markets Work for You
(online)
executives
in strategy, marketing, product
development, procurement, and supply
chain management; executives from
technology driven industries with
engineered products and services
such as automotive, high-tech,
manufacturing, railway, heavy vehicles,
aerospace, defense, electronics,
machinery, healthcare; OEMs; suppliers
executives from
general management, leadership,
finance, marketing, operations, and
strategy; executives and entrepreneurs
in small, medium, and larger companies,
interested in creating, managing, or
understanding business platforms
2 017
2 016
March 2829
July 1314
October 2324
November 728
March 1617
November 23
2 P R O G R A M D AY S / $ 3 , 5 0 0
P R O G R A M F A C U LT Y :
John Core,
Christopher Noe
PROGR AM R ATING:
2 017
| 4.3
TBD
2 P R O G R A M D A Y S / $ 3 ,7 0 0
1 P R O G R A M D AY / $ 9 9 9
PROGR A M FACULT Y:
Bruce Cameron
PROGR AM R ATING:
| 5.0
ONLINE PROGR AM
P R O G R A M F A C U LT Y :
PROGR AM R ATING:
SLEEP COULD BE
THE RE AL SECRE T
TO SUCCESS
Geoffrey Parker
| 4.5
One of the things that happens overnight is that brain cells that werent previously connected
connect up with each other, and that allows more creative thinking. There are a lot of famous stories
of people, just as they were falling asleep or just as they were waking up, having this moment of
insight . . . something that youve been thinking about anyways. But its only when youre only in a
close sleep stage that you get a really good idea about it. Tara Swart on FastCompany.com
To read the full article, go to executive.mit.edu/Swart-Fast-Company
people responsible
for creating and marketing new products,
business processes, and services;
vice presidents of product and service
management, product planning; directors
of technology, process engineering,
product and service marketing
and development, design, product
engineering, process quality; managers
of engineering, development, innovation,
and business development
November 1418
2 017
November 1317
Thomas Roemer,
David Simchi-Levi
PROGR AM R ATING:
2 016
March 2122
July 2526
November 78
PROGR A M FACULT Y:
Systematic Innovation
of Products, Processes,
and Services
5 P R O G R A M D AY S / $ 8 , 9 0 0
Pierre Azoulay,
Steven Eppinger, Ray Reagans,
Catherine Tucker
P R O G R A M F A C U LT Y :
| 4.3
PROGR AM R ATING:
| 4.8
M A N A G I N G P R O D U C T P L AT F O R M S :
DELIVERING VARIE T Y AND
RE ALIZING SYNERGIES
Platforming can be a
valuable strategy when
developing any type of
product, however, may
not always be applicable.
This course was incredibly
clear and crisp when
differentiating between
products and platforms
strategy and when to
apply. On a personal
level, it was invigorating
and challenged current
knowledge and knowledge
learned through the class.
I cannot recommend
this class enough for
those involved in the
development and/or
management of product
or platform strategy.
Tigh Holmstrom
Director, IT
QRI International, LLC
U.S.
Overall:
Application:
Content:
Experience:
executive.mit.edu
32
KENDALL SQUARE
L O OK IN G F OR A N E X E CU T I V E DE G R E E P ROG R A M AT MI T ?
MIT Sloan Fellows Program
This rigorous, 20-month executive schedule MBA builds on MIT Sloans history
of distinguished MBA programs and mid-career education. The classroom-based
program is designed for active business leaders, usually with a decade or more
of work experience, who seek to increase their capabilities and impact on their
organizations and the world.
Learn more about the MIT Executive MBA at emba.mit.edu or call 617-253-5033
Kendall Square has been called the most innovative square mile on earth and with good
reason. Thanks in large part to the many biotech and tech firms that are anchored in
Cambridgeand in no small part, to MIT. Our cutting-edge programs, esteemed faculty,
and innovative leaders from a wide range of industries, countries, and functions who
attend our programs all contribute to this vibrant, forward-thinking environment.
Peter Hirst, Associate Dean, MIT Sloan Executive Education
executive.mit.edu
34
CUSTOM PROGRAMS
YOU ALREADY
HAVE A VISION
FOR WHATS NEXT.
OUR CUSTOM PROGRAMS WILL GET YOU THERE.
When your organization is at a critical juncture, you cant afford to leave
todays problems unsolved and tomorrows opportunities to chance.
Our custom programs are tailored to your organizations short- and longterm goals. And to ensure that your team is prepared to drive innovation
effectively, whether youre launching a strategic initiative, expanding globally,
developing your technical leaders, or entering a new market.
To understand what makes our approach different, look no further than MITs
motto of Mens et Manus (mind and hand). Our custom offerings prioritize
the knowledge and tools that can be directly applied to your organizations
unique needs. Your team will learn from the world-renowned faculty of
MIT Sloan and MITthrough experiences that blend classroom, as well as
active, on-site learning. Our best result is your success in working through
complexity and identifying the opportunities of tomorrowway before your
competitors do.
T R A N S F O R M I N G O R G A N I Z AT I O N S
For roles that require a synthesis of technical and business acumen, custom
programs can focus on developing the rare and precious skills required of
tomorrows leaders.
L A U N C H I N G S T R AT E G I C I N I T I AT I V E S
Custom programs help executives deliver on strategic business goals in areas where
MIT is a thought leadersuch as innovation, sustainability, digitization, operational
excellence, safety, globalization, and customer-centricity.
O U R FAC U LT Y: TA P P I N G
INTO THE MIT ECOSYSTEM
n Action-learning
n Management
n Deep
executive.mit.edu
36
CUSTOM PROGRAMS
COLLABORATE
WITH US
V I R T U A L C A PA B I L I T I E S :
Cutting-Edge
Distance Learning
Designed specifically for
your organization, our digital
programs fit the way you
learn and work in todays
economy. Take programs
where and how you wish
with a digital toolkit that
is composed of immersive
platforms, virtual classrooms,
interactive simulations, and
shared online activities that
have the flexibility to meet
your organizational learning
effectively and efficiently.
C R E AT E M E A N I N G F U L C H A N G E :
OPEN ENROLLMENT OP TIONS
In addition to custom
programs, organizations can
send teams to any of our 40+
open enrollment courses.
TEAM DISCOUNTS
n
executive.mit.edu
38
CUSTOM PROGRAMS
SUCCESS STORIES
AKER SOLUTIONS
executive.mit.edu
40
WHATS NEW
Discover the latest
cutting-edge on campus
or online courses at:
executive.mit.edu/new
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EXECUTIVE.MIT.EDU
30%
PHONE:
MITEXECEDPG1116
M I T S L O A N E X E C U T I V E E D U C AT I O N P R O G R A M C A L E N D A R
2 01 6
NOV
DEC
2 017
JAN
FEB
MAR
APR
M AY
JUN
Applied Neuroscience: Unleashing Brain Power for You and Your People
910
1516
1011
2829
2728
1617
2017 TBD
Investment Management Theory and Practice: A CIMA Certification Registered Program (online)
2017 TBD
Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making
810
1112
1415
1011
1314
56
45
2223
1213
1617
2829
67
1819
2324
2627
78
34
1314
2021
67
34
2021
1011
1516
1213
2017 TBD
12
2829
1819
2930
Maximizing Your Personal Productivity: How to Become an Efficient and Effective Executive
T E C H N O L O G Y,
OPER ATIONS, & VALUE
CHAIN MANAGEMENT
24
1419
2223
1314
2324
2930
1617
263
1415
2429
3031
2728
78
3031
56
1415
2728
Marketing Innovation
1617
910
1112
1314
2914
1516
23
2526
2510
1112
1617
2224
1820
1314
1315
2324
3031
1415
2829
1617
79
301
2728
910
2526
2021
45
311
1112
78
1819
2324
1314
2324
728
1617
2122
56
1120
NOV
34
OCT
2227
Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain
Innovation Ecosystems for Corporate Leaders:
Strategic Approaches to Engagement for Sustainable Competitive Advantage NEW p. 24
The Innovators DNA: Mastering Five Skills for Disruptive Innovation
SEP
1923
AUG
2122
Business Dynamics: MITs Approach to Diagnosing and Solving Complex Business Problems
JUL
3030
1418
23
2526
78
1317
ALL PROGR AM DATES AND FACULT Y ARE VALID AS OF SEP TEMBER 2016 AND SUBJECT TO CHANGE. PLE ASE VISIT E XECUTIVE.MIT.EDU FOR THE MOST CURRENT INFORMATION.