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.
Contributed by guest blogger and MIT Sloan Executive Certificate holder Juan Ignacio Genovese
Strategy can be defined as thinking about and establishing new ways to reach company goals, and although many examples exist, few models of winning business strategy provide the diversity of tools necessary for actualizing that strategy.
Most readers are aware of the important influence of Michael Porter, author of Competitive Strategy: Techniques for Analyzing Industries and Competitors. However, his model does not necessarily make us take action; rather, it determines what we should be aware of to protect and increment our market share. Another example is The Balanced Scorecard: Translating Strategy Into Action, written by Robert Kaplan and David Norton. However, this book is not a tool for modeling strategy but for measuring the strategic impact of our actions. Although there are many other books about the subject, most do not successfully present a complete strategic model.
While searching for a powerful strategic model to use in my position as a marketing consultant, I discovered MIT Sloan Professor Arnoldo Hax’s The Delta Model: Reinventing Your Business Strategy. The strength of this model is that it puts the customer at the center of the strategy, with the goal of achieving customer bonding. The model is based on application of the eight competencies of the firm—specific strategies developed by Professor Hax that help us accomplish our final goal of customer bonding. Each of these strategies will work for a particular market segment.
Many global business organizations develop and manage complex systems with multiple interacting parts. In an effort to become more effective, efficient, and profitable in the face of growing complexity, businesses seek process innovations that help them streamline their systems. Perhaps that’s why the design structure matrix (DSM), originally developed in the 1970s to model design problems and used at MIT since the 1990s to research system complexity, has become a powerful tool for developing products and systems.
“Engineering work can be procedural and systematic,” says Eppinger. “People think of engineering as a matter of always developing something new, unlike business operations, where you do something over and over again. But we’ve learned that while you may repeat engineering work five or 20 times in your career instead of 100 times a day, there’s a process there. And if you can capture that process, you can improve it.”
Guest Blogger:Doña Keating is President and CEO of Professional Options, a prominent innovator in the leadership, policy and management consulting industry which provides solutions for businesses, organizations and governmental agencies.
I am officially addicted to EmTechMIT. Since returning to the left coast from last week’s event, every neuron in my body is firing from a reconnection to one of the ultimate “Climates of Yes.”
Microsoft recently announced a significant restructuring in hopes of reclaiming its lost market share and the trust of its customers. In response, many are asking, “Is restructuring the answer? What changes will Microsoft need to make to regain its competitive edge?”
The Lean Forward Approach
According to Steven Spear, Senior Lecturer at MIT Sloan and recognized expert on high velocity organizations, the most successful organizations are the ones creating high value with their products, in less time, using less effort. These organizations, says Spear, use the lean forward approach: they consistently seek immediate clarification and amplification of their customer’s voice by leaning into their users’ domain to discover the problems as well as delights of their experience.
One could argue that innovation is not sustainable. Just take a look at the many market leaders who ultimately failed because they did not continue to innovate—the latest of which is BlackBerry® (formerly RIM).
What was once innovative and disruptive technology is now simply an email gadget— one that has no mindshare in the innovation culture and little hope of resurgence, despite its recent sale to Fairfax Financial. While BlackBerry still has 80 million subscribers (including two million added in the last three months), industry analyst firm IDC reported that BlackBerry’s market share in the second quarter was 2.9%, the lowest it has been since IDC began measuring that market.