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.
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.
It’s likely you’ve heard of collective intelligence, the term used broadly to refer to groups of individuals doing things collectively that seem intelligent. The most well-known examples of collective intelligence in action are Google and Wikipedia—large, loosely organized groups of people working together in a rapid transfer information stream.
What many organizations don’t know—but could benefit from—is the use of mapping collective intelligence to dissect and better understand their people, processes, and sources of inefficiency and, in some cases, to create a structure to improve business innovation.
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.
Critical studies show that the real work of successful innovation starts and ends with the team, and that the way we build and manage teams is what is truly responsible for the success or failure of “the next big thing” in innovation.
Most teams fail due to a perfect storm of several factors such as lack of effective communication, inefficiency, lack of clearly defined roles and goals, and poor leadership. But even successful teams struggle against these obstacles on a daily basis and still there are others that perform way above and beyond expectations. What do successful teams do differently?
This is the second post in a series on bringing transparency into the IT/Business leader discussion.
One of the biggest challenges in the relationship between IT and business leaders is the perception of the CIO as the “C-I-No.”
As we discussed in an earlier post, George Westerman, Research Scientist at the MIT Sloan’s Center for Digital Business, conducted four separate studies that confirmed transparency is necessary for IT and business to work together and bring greater value to an organization.