MIT Sloan Senior Lecturer Douglas Ready has been named one of the 2013 Thinkers50 top global management thinkers. The biennial publication is recognized as the go-to source of the most influential management thinkers in the world.
As part of our commitment to advancing the field of executive education, MIT Sloan has been involved in the Global Industry Association for University-based Executive Education (UNICON) since we participated in its founding, over 40 years ago. We are pleased to announce that Rochelle Weichman, our Associate Dean of Executive Education, has been elected as Chair of this global association of business–school–based executive education organizations.
In early November, the Justice Department settled its suit blocking the merger of American Airlines and US Airways and, this month, the merger was completed. The original suit claimed “airline consolidation had gone too far and the proposed merger would lead to higher fares for consumers.” In the end, having the two airlines concede to surrendering some take off and landing spots at certain airports would “foster competition and lead to low prices.” So the merger continues.
This is the second post in a series on launching a successful startup. In his book, Disciplined Entrepreneurship: 24 Steps to a Successful Startup, Bill Aulet, Managing Director of the Martin Trust Center for MIT Entrepreneurship, goes beyond theory to outline the steps anyone can take to be a successful entrepreneur.
As MIT Sloan Professor John Sterman told MIT Technology Review, “there’s no actual beer in the Beer Game.” Instead, it’s an exercise for MIT Sloan students that simulates the supply chain of the beer industry. The roles include retailer, wholesaler, distributor, and brewer; the goal is to make operating costs as low as possible. The Beer Game demonstrates the fluctuations of inventories and backlogs and how they impact the bottom line.
In the aftermath of whistleblower Edward Snowden and the ongoing press coverage of the National Security Association’s (NSA) clandestine surveillance program, the political ramifications of all of the above remain uncertain. What is apparent, however, is the immediate, collective increase in awareness of just how much data we “give away” every day online, and how that data is used by organizations—government and business alike—for their benefit.
Many people today buy their household telecommunications services—house landlines, Internet access, and digital TV—in bundles. Yet go to the average telecommunications services provider’s website and you have to select which product you are inquiring about or need fixed. From an organization’s perspective, this makes complete sense. There’s a division for phone service, a division for Internet service, and a division for television. Specialists and technicians exist in each department to help you with whatever you need. But you get one bill each month, so why can’t the company recognize you as one customer with multiple products, instead of three separate customers?
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