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.
The wave of technological innovation we are currently riding has brought us wearable computing and 3D printing, with products like Google Glass and Nike Fuelband becoming the stars of recent tech conferences, including May’s All Things D. Continually fueled by the question “what’s next?,” product innovators leave no stone unturned in their quest to produce the next big thing. According to the latest research, however, it’s consumers not the product innovators who should be viewed as the new experts. A new school of innovation thinking says that product innovators who work for manufacturers have received far too much credit for product innovation, while product users have received far too little.
In an MIT Sloan Management Reviewinterview with Eric von Hippel, founder of the Entrepreneurship Program at MIT, the MIT Sloan Professor paints a new picture of the shifting paradigm of innovation from producer to user and how it is effecting change in the global economy.
Business complexity is usually seen as an obstacle to increased profit margins. A publication of The Global Simplicity Index revealed that complexity is costing 200 of the biggest companies in the world 10.2% of their annual profits—which, collectively, totals over $237 billion. But other recent studies show there is a profitable flipside to business complexity—a relatively unexplored area of opportunity hiding in plain site. For some companies, managing business complexity can be a unique opportunity to grow their market share.
Not All Complexity in Business is Value Destroying
According to Martin Mocker, Research Scientist at MIT’s Sloan Center for Information Systems Research (CISR), not all complexity in business is value destroying. In fact, in some instances business complexity can be value-adding, offering companies an opportunity to grow their market share. The key, says Mocker, is to focus on complexity that delivers “variety seeking, one-stop-shopping, customization, or seamless integration.” Finding balance, “keeping the complexity of their processes and systems—both internal and customer-facing—under control,” is the way to manage business complexity toward a profitable advantage.
When was the last time you re-thought your operations processes? Are they still relevant?
Process innovation and creativity are key elements to successful operations strategies. Companies reluctant to rethink their operations processes can learn a lot from those companies that successfully applied process innovation and creativity to their value chain, including:
IDEO, a small design firm that has incorporated creativity into its design and development process, resulted in the company holding more than one thousand patents and produced the first commercial mouse, the first commercial laptop, and the first stand-up toothpaste tube.
McDonald’s Corporation, whose operations strategies include balancing certainty and discipline with creativity which resulted in franchises creating some of the icon’s most famous items, such as the Big Mac, Filet-O-Fish, and Egg McMuffin.
CVS, where process design engineering principles were used to improve the pharmacy order fulfillment process.
Would you like in-flight Wi-Fi on your next flight? It will cost you a premium in addition to any movies or food that you might purchase on board. If you’re traveling on a plane that offers Gogo, and would like to connect to the internet, it will cost $14 for a daily pass, and $39.95 for a monthly pass, according to Gogo’s “Buy Before You Fly“ service pricing chart. Forget to buy access before you fly? That will cost you extra, too. Should it? I don’t think so.
Airlines are not innovating and enhancing the in-flight entertainment experience. Instead, they are falling back on their existing model of adding new fees and raising existing fees for services. Fees do not create value—they create customer service headaches.
MIT alumni launch over 900 companies each year worldwide. That is in part because MIT has created an ecosystem of innovation—an environment that provides entrepreneurs-in-training with a community of innovators who push each other to take the risks necessary to learn and grow.
Bill Aulet, MIT Sloan Senior Lecturer, says that while entrepreneurship can be taught, what is more important is the “innovation hotbed” where entrepreneurs (and intrapreneurs: those who are entrepreneurs within established, often large corporations) develop their skills. In his MIT Sloan webinar, “Understanding and Unlocking the Potential of Innovation, Entrepreneurship, and Intrapreneurship,” Aulet claims that in addition to the required skill set entrepreneurs and intrapreneurs require a holistic approach to long-term success in an environment that supports innovation. He believes that MIT alumni are successful because they have learned to recreate and sustain the conditions for innovation in their ventures.