If you answer "yes" to most of these questions, please contact us to discuss how we can work together.
1. Is there a particular challenge you wish to solve?
While each of our custom programs is built from the ground up with every new partner, our material is reflective of our faculty's expertise and areas of research. Knowing the specific challenge you wish to address will help us involve the right faculty right away and create program material based on the most current research relevant to your situation.
2. Could this challenge be addressed efficiently in small teams?
We integrate action learning projects into most of our programs. Could your situation be examined sufficiently during the five days our custom programs generally require?
3. Do you have an idea of the timeframe for the program?
Our custom programs are led by MIT's most senior faculty, all of whom are world renowned researchers and widely sought after speakers and consultants. Having an approximate timetable will help us be more expeditious with your time and ours.
4. Do you know a specific person in your organization who will serve as the executive sponsor?
Each of our custom programs is a collaboration, requiring considerable commitment from both sides. In our experience with past and current corporate partners, we have found that dedicated senior-level leadership involvement throughout the program is essential to ensuring its success.
Your privacy is important to us. Please take a moment and review your MySloanExecEd profile settings by clicking on the "Edit Profile" button at the top of your MySloanExecEd profile page. Site visitors must register for the MySloanExecEd community before they are allowed to see any of your profile information, invite you to join their network, or post messages to your profile.
Within your profile settings you can choose how much or how little information you share. Your contact information will not be shared with anyone except for those who you choose to add to your network. If you choose to do so, you have the option of making your profile private inside the community. You will still be able to network with other users, comment on videos, join groups, and attend programs. If private, other members of the community will only be able to view your first name, last initial, certificate status, program days, profile views, the number of people in your network, last log in, and when you joined. If you choose to network with other users they will be able to see all portions of your profile set to "Shared" in the "Edit Profile" screen.
Strong leadership and innovation are ideals and skills that should not be limited to the business world. In fact, one could make a strong argument that innovation is needed more in non-profit and government organizations than in corporations. Of course, we’d argue that innovation is needed everywhere. And, that nearly every kind of organization can benefit from it.
MIT Sloan Executive Education strives to innovate in both our programs and our collaborations. Just one of these examples is our partnership with and commitment to the government of Haiti. As announced earlier in the spring of 2014, MIT Sloan Executive Education has partnered with the government of Haiti to bring ministers and senior officials to our campus in Cambridge to learn concepts and tools that can be applied to real-world challenges, such as poverty-alleviation, economic regeneration, and other issues that face the island government struggling to rebuild after the devastating 2010 earthquake. Continue reading →
Lean production, high performance work systems, virtual communications, and collaboration applications are all examples of the latest tools, technology, and processes executives are encouraged to implement in efforts to improve productivity and efficiency. But why are there more useful tools and processes out there than there are organizations that use them?
Most organizations fail to see the desired performance results despite investing significant time and resources. When it comes to new tools and processes in complex organizations, useful does not always mean used. There are obstacles that prevent organizations from embedding a new system in such a way that it improves the way core work is done. Continue reading →
The short answer to that question is “maybe.” The term “big data,” which Davenport pointed out took off during the last quarter of 2010, means different things to different people. For some, big data refers to unstructured data. But to others, it refers to the variety, velocity, and volume of data that companies can attempt to harness for competitive advantage. In order to bring clarification to the discussion, Don Taylor often refers to it as “unwieldy” data. Other terms that are gaining some traction in the industry are “data-wise,” “data intelligence,” and “e-knowledge.” Continue reading →
One would think that searching online, how customers select products to purchase, and NY taxi cabs have very little in common. Or, that it’s the start of a joke. Actually both statements are wrong—a quick look at NY taxi cabs reveals a lot about customer behavior.