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.
With globalization comes increased risk and uncertainty in nations, environments, communities, and businesses. As growing complexity makes it more difficult to determine the source of risk in these complex systems, it also reveals the interdependent nature of risk within a greater ecosystem. New studies show the best way to manage an organization in the face of risk is to build resiliency—the ability to withstand, recover from, and maintain function through a crisis. But in order to manage risk effectively, resiliency must be built into the entire interrelated system of an organization.
In the MIT Sloan research paper, “Uncertainty and Risk in Global Supply Chains,”MIT Sloan Professor Donald Lessard states that “risk management requires systematic management of risks that are generated within each link in the chain and, more importantly, in the interfaces among links in order to limit disruptions and their propagation throughout the system.” Effective management of risk, therefore, requires a systems thinking approach—understanding how systems influence one another within a whole.
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 real world of the “beer game”—that of the craft beer industry—the stakes are very high. And, one wonders if they’d benefit from mapping their own risk by playing MIT’s Beer Game.
The return of manufacturing to the U.S., also referred to as the “repatriation” or “re-shoring” by American and non-American companies alike, on the surface sounds like good news for employment. However, this is not necessarily the case.
Although manufacturing output over the last 60 years has grown roughly by 3.7% annually, employment has stayed mostly flat during this time. Why does this continue to be true, even as many companies have been moving manufacturing back to the U.S. since 2010?