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.
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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.
Those of us who work and/or live in Cambridge are quite familiar with the controversies stirred up by the wildly successful business, Uber Technologies, Inc. Uber considers itself a technology company, offering a mobile app that connects riders with drivers. The company has taken an innovative approach to making it easier to get from one point to another, eliminating the need to hail a cab on the street.
But most cab companies—from those here in Cambridge and Boston to those in London and Paris—view Uber as an unregulated, competing cab company. Recently, Cambridge License Commission proposed making Uber and other related services subject to the same regulations as taxi cabs; this proposal was met with outrage by locals. Back in May, taxis and taxi drivers from Boston, Cambridge, Somerville, and Brookline staged a protest outside of Uber’s local headquarters. Cab drivers have also protested in London, Madrid, France, Berlin, and other cities in Europe.
And, while data scientists may be “sexy,” that doesn’t mean they’ll solve all of an organization’s big data problems. According to the panelists during the session and practitioners during the luncheon discussions, there are two challenges faced by companies that are looking for data scientists: first, they are expensive and hard to find; and second a data scientist may not be the only specialist needed to truly understand big data. As one participant pointed out, “While a data scientist has the skills to analyze the data, they may not necessarily have the business insight to ask the right questions of the data.” Continue reading →
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 →
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.