Management and Leadership

Global Executive Academy (multi-language)

Dates: Sep 02-11, 2014

Certificate Track: Management and Leadership

Location: Cambridge, Massachusetts

Tuition: $14,900 (excluding accommodations)

Program Days (for certificate credit): 8

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MIT Sloan Executive Education is excited to advance to a new frontier in the world of executive education by bringing a diverse multinational audience together to experience MIT’s world-class education in a global multilingual setting. The idea behind the Global  Executive Academy is to bring MIT content to the non-English speaking world by offering a multilingual educational experience on or near the MIT campus that draws on our existing open enrollment portfolio. While this offering provides non-English speaking executives access to the same MIT education that is currently available to their English-speaking counterparts, it also affords them the same unique benefits such as a multicultural environment, diversity of perspectives, cross-border networking, and global experience.

The programs will be delivered "United Nations style" – with simultaneous translation in up to six languages: Arabic, English, Mandarin, Portuguese, Russian, and Spanish*.  Executives and managers from different geographies, industries, companies and functions will learn together and draw on each other for their assigned projects and discussions. There will also be social activities designed to bridge the language barrier.

Academy participants will take part in four of MIT Sloan’s open enrollment courses that cover critical management issues:

  • Innovation: Building, Leading, and Sustaining the Innovative Organization (Sep 2–4, 2014)
  • Management: Managing Technical Professionals and Organizations (Sep 4–6, 2014)
  • Marketing: Strategic Marketing (Sep 8–9, 2014)
  • Organizational Performance: Creating High Velocity Organizations (Sep 10–11, 2014)

Participants in the Academy will earn an MIT Sloan Executive Certificate in Management and Leadership. It is an ideal option for executives and senior managers seeking to enhance their general management skills in order to become effective leaders in a dynamic global business world. All four programs need to be completed to earn the certificate.

 

*Note: Languages are subject to change or cancellation. Also, we will consider adding another language to the program if at least 10 participants can be confirmed. Please contact us at execacademy@mit.edu if you would like to discuss.

The Global Executive Academy is a one-of-a-kind, transformative learning experience designed to fit the time and language constraints of seasoned executives from around the globe. It offers a unique way to:

  • Access the world-class education that is currently not available to non-English speaking executives—in a global multilingual setting
  • Engage with MIT Sloan’s world class faculty around both their latest research and the “tried and true” in such areas as innovation, management, strategic marketing and organizational performance
  • Enhance your understanding of business concepts and language that your global partners speak
  • Leverage multiple perspectives to advance an important business challenge away from day-to-day operating pressures
  • Increase cultural awareness and improve ability to think on a global scale
  • Expand professional networks within your country and internationally
  • Enhance your value to your employer and business

The Global Executive Academy is primarily geared towards general and technical executives who carry significant leadership roles in their companies and whose English language skills are not sufficient to effectively participate in executive education programs held in English. Participants will have an opportunity to experience the Academy in one of the following six languages – Arabic, English, Mandarin, Portuguese, Russian or Spanish. The English language cluster is meant to accommodate those who are highly proficient in English and who wish to take the four courses and earn a certificate in the unique multilingual setting of the Global Executive Academy.

  • VPs of Marketing, Product Development, HR, Business Development
  • CIOs
  • Chief Technologists
  • Corporate Strategists and Planners
  • Senior Executives in R&D, Engineering and Manufacturing
  • Head Scientists
  • Managers with Responsibility for Process Excellence
  • Managers of Other Functions and Business Lines

 

"Our vision is to enable senior leaders from all over the world to come to MIT to attend a set of our regular executive education programs and earn one of our coveted Executive Certificates, irrespective of their proficiency in spoken English. This will be a unique opportunity for an elite group of multinational executives to come together and learn with our faculty and each other, share experiences, and explore the business challenges of globalization in a truly unique way. It is a bold idea—but if there is anywhere in the world that this can work, MIT is the place."

Peter Hirst
Executive Director of Executive Education
MIT Sloan School of Management

Please note that faculty are subject to change and not all faculty teach in each session of the program.

  • Roberto Fernandez

    William F. Pounds Professor in Management
    Professor of Organization Studies

    Roberto M. Fernandez is an organizational sociologist who currently serves as the head of MIT Sloan’s Behavioral and Policy Sciences area, and as co-director of its Ph.D. program in Economic Sociology. His executive teaching duties include the management of innovation, change, and human resources; negotiations; networks; and power and politics in organizations... ... (more)
  • Ralph Katz

    Senior Lecturer, Technological Innovation, Entrepreneurship, and Strategic Management

    Ralph Katz is a Professor of Innovation and Entrepreneurship Management at Northeastern University's College of Business. For more than 30 years, Katz has been carrying out extensive management research, education, and consulting on technology-based innovation, with a particular interest in the management and motivation of technical professionals and high-performing groups and project teams... ... (more)
  • Jay Paap

    President, Paap Associates

    Jay Paap is President of Paap Associates, a management consulting firm assisting major corporations in a broad range of business and technology development efforts, teaches in executive programs sponsored by MIT, is a Fellow of the Strategy and Competitive Intelligence Professionals and a PDMA Certified New Product Development Professional... ... (more)
  • Duncan Simester

    Nanyang Technological University Professor
    Professor of Marketing

    Duncan Simester investigates retail pricing and how customers form inferences about competitive prices from common marketing cues such as sale signs, price endings, installment billing offers, and credit card logos. Simester also investigates how operations research techniques can be used to optimize marketing decisions... ... (more)
  • Steve Spear

    Senior Lecturer

    Spear is a well-recognized expert on how select organizations manage complex development, design, and delivery efforts to create unmatched rates of internally generated, broad based improvement and innovation. Resulting leadership on reliability, agility, cost, quality, safety, and so forth produces sustainable competitive advantage even in the face of intense rivalry... ... (more)
  • Catherine Tucker

    Mark Hyman, Jr. Career Development Professor
    Associate Professor of Marketing

    Catherine Tucker is the Mark Hyman Jr. Career Development Professor and Associate Professor of Marketing at MIT Sloan. Her research interests lie in how technology allows firms to use digital data to improve their operations and marketing and in the challenges this poses for regulations designed to promote innovation... ... (more)
  • Eric von Hippel

    T. Wilson (1953) Professor in Management
    Professor of Management of Innovation and Engineering Systems

    Eric A. von Hippel is a founder of the Entrepreneurship Program at MIT. His academic research examines the sources and economics of innovation.

    Von Hippel is known for pioneering research that has shown how product lead users are often the developers of successful new products, rather than the manufacturers, as has been commonly assumed...

    ... (more)
DAY One SAMPLE
07:30 AM - 07:45 AMBuilding, Leading, and Sustaining the Innovative Organization (Dec 3) SAMPLE SCHEDULE
07:45 AM - 08:30 AMContinental Breakfast
08:30 AM - 12:30 PMThe Elements of Innovation: Part I
12:30 PM - 01:30 PMLuncheon
01:30 PM - 05:00 PMThe Elements of Innovation, Part II and The Elements of Innovation, Part III
DAY Two SAMPLE
07:30 AM - 07:45 AMBuilding, Leading, and Sustaining the Innovative Organization (Dec 4) SAMPLE SCHEDULE
07:45 AM - 08:30 AMContinental Breakfast
08:30 AM - 11:45 AMImplementation, Part I
11:45 AM - 12:45 PMLuncheon
12:45 PM - 03:30 PMImplementation, Part II
03:30 PM - 04:30 PMCampus Tour
DAY Three SAMPLE
07:45 AM - 08:00 AMManaging Technical Professionals and Organizations (Dec 5) SAMPLE SCHEDULE
08:00 AM - 09:00 AMContinental Breakfast
09:00 AM - 12:15 PMMaking Technical Organizations Work: Technology Transfer and Effective Reward Systems
12:15 PM - 01:15 PMLuncheon
01:15 PM - 05:00 PMStructuring the Technical Organization, High Technology Clusters
DAY Four SAMPLE
07:45 AM - 08:00 AMManaging Technical Professionals and Organizations (Dec 6) SAMPLE SCHEDULE
08:00 AM - 08:30 AMContinental Breakfast
08:30 AM - 12:00 PMManaging Performance and Productivity in Technical Organizations
12:00 PM - 01:00 PMLuncheon
01:00 PM - 03:45 PMSustaining Innovation and High Performance
04:00 PM - 06:00 PMReception
DAY Five SAMPLE
07:30 AM - 07:45 AMStrategic Marketing (Dec 9) SAMPLE SCHEDULE
07:45 AM - 08:30 AMContinental Breakfast
08:30 AM - 12:30 PMThe Customer Decision Process, Marketing Strategy, Part 1, Barco Case
12:30 PM - 01:30 PMLuncheon
01:30 PM - 05:30 PMMarketing Strategy, Part 2, Optimal Product Line Design Exercise
DAY Six SAMPLE
07:45 AM - 08:00 AMStrategic Marketing (Dec 10) SAMPLE SCHEDULE
08:00 AM - 09:00 AMContinental Breakfast
09:00 AM - 12:00 PMThe Design & Management of Marketing Channels, Boston Whaler Case, New Product Development
12:00 PM - 01:00 PMLuncheon
01:00 PM - 03:30 PMPricing, Advertising
03:30 PM - 04:30 PMCampus Tour
DAY Seven SAMPLE
07:30 AM - 07:45 AMCreating High Velocity Organizations (Dec 11) SAMPLE SCHEDULE
07:45 AM - 08:30 AMContinental Breakfast
08:30 AM - 09:00 AMIntroduction and Program Objectives
09:00 AM - 10:30 AMHow High Velocity Organizations Systematize Improvement, Innovation, and Invention to Discover Their Way to Greatness
10:30 AM - 11:30 AMFailure Modes to Avoid (video case)
11:30 AM - 12:30 PMLunch & Reflection: Applying lessons learned so far to your business critical process (Round 1)
12:30 PM - 03:30 PMPrinciples for System Design and Improvement (simulation)
03:30 PM - 04:30 PMDeveloping High Velocity Skills in Others; "Table top" Redesign: Applying lessons learned to your business critical processes (Round 2)
05:00 PM - 07:00 PMDinner
DAY Eight SAMPLE
07:30 AM - 07:45 AMCreating High Velocity Organizations (Dec 12) SAMPLE SCHEDULE
07:45 AM - 08:30 AMContinental Breakfast
08:30 AM - 12:00 PMPerspectives on Organizations; Psychology of Human Behavior and Decision Making
12:00 PM - 01:00 PMLunch & Reflection: Applying lessons learned so far to your business critical processes (Round 3)
01:00 PM - 03:30 PMCreating High Velocity Innovation on a Mega Scale
03:30 PM - 04:30 PMReflections & Report Out: Creating High Velocity in Your Own Organization

  • September 10-11: Creating High Velocity Organizations

    Some organizations achieve such exceptional levels of performance—time to market, quality, safety, affordability, reliability and responsive, dependability, and adaptability that put their rivals to shame. What is the “secret” of their success? The select few are capable of generating and sustaining such high velocity, broad based, relentless improvement and innovation that they achieve unparalleled levels of excellence. This course introduces the fundamental principles by which such acceleration occurs, providing examples of those principles in practice and giving participants an opportunity to test how those principles can be applied and translated to their own work.

    Creating High Velocity Organizations employs several teaching techniques—presentations, case discussions, video dramatizations, and an in-class simulation—emphasizing a participatory style to maximize the opportunities for “learning by doing”. The material is organized into thematic modules designed around the four key principles of building the discovery capability in an organization—smart work design, creative problem solving, continuous knowledge sharing, and developing of discovery skills among employees. Each module consists of several sessions, which demonstrate, first, the positive impact through successful application of those key principles, and then provides examples of negative results when those principles were clearly needed but not applied. Many sessions are punctuated by facilitated small-group exercises, in which participants can actively apply the ideas and examples offered in class to their own specific, real-life situations, enabling participants to:

    • Create an organization where work is done by harnessing the best-known approaches available and signaling the need for new knowledge
    • Solve problems as they arise and develop new understanding that prevents the problems from recurring
    • Multiply the impact of local discoveries by making them useful systemically throughout the organization
    • Lead an organization where discovery is encouraged, supported, and promoted at all times

    Participants should come prepared to work on an important challenge in their organization as the course will provide multiple opportunities for participants to explore their own processes.

     

  • September 2-4: Building, Leading, and Sustaining the Innovative Organization

    This course is designed to help spark the breakthrough ideas business leaders need to create successful competitive products for the future. Drawing on the latest MIT Sloan research, the course offers a set of strategies for growing companies in the face of changing markets, technologies, and consumer demand. Specifically, participants will be presented with:

    • Tactics for dealing with the internal politics and resistance to change that can threaten innovation initiatives and early-stage developments
    • Techniques for building innovation streams
    • Processes for collecting competitive intelligence, forecasting technology change, and gathering information on user needs
    • Methods for identifying better innovations more quickly, including the lead-user method for discovering breakthrough products, services, and strategies
    • Innovation toolkits that enable managers to design their own mass-customized products and services

    Building, Leading, and Sustaining the Innovative Organization will explore the elements of innovation and outline the steps that need to be taken to implement and manage a culture of innovation in your organization. Led by senior MIT faculty and experts in developing successful corporate innovation programs, participants will will learn about the people, teams, and cultures required to support a successful innovation effort and the processes one must put into place in order to forecast technological change and predict changing customer needs. Organized around a four-part framework developed at MIT for leading and organizing for breakthrough innovation, the program will enable participants to:

    • Assemble the right mix of people and skills to generate innovative ideas efficiently
    • Develop the processes required to support these people
    • Build cultures that encourage innovative behaviors
    • Develop sources of information on current and new technologies and consumer needs
    • Come up with innovative ideas for new products and services, and new sources of innovation
    • Make timely decisions about implementing ideas and choosing projects
    • Decide which ideas are right for investment, and which new business opportunities are worth pursuing
    • Develop proof of concept around new innovations to a point where their value is recognized in the organization
  • September 4-6: Managing Technical Professionals and Organizations

    Technical professionals’ goals and incentives are often different from those of other employees— and so are the management challenges that arise. Drawing on the wealth of research and industry experience of faculty and leading practitioners, this course will explore proven, practical, and innovative strategies for maximizing the contribution of technical professionals. How do you motivate and reward technical professionals to maximize their performance? How do you create an organizational structure that will contribute to success, not inhibit it? How do you deal with creative individual contributors, project teams, and innovative professionals? Organizations that are designed and managed for doing the same things well repetitively, as in manufacturing, are not particularly appropriate for doing something well once, as in R&D. Running a technical organization presents a unique set of management problems.

    Managing Technical Professionals and Organizations focuses on issues critical to the effective management of technical professionals, including individual contributors and cross-functional teams, and examines how to work effectively with difficult and independent spirits. Its principles and strategies can be applied in any organization where research, development, engineering, or computer-related technology developments need to take place in a timely, effective, and successful manner. Participants will learn principles and strategies of crucial importance to any organization where R&D, engineering, and/or computer-related technologies lie at the core of the business, and they will learn how to:

    • Transfer technology between and within organizations
    • Develop effective reward and incentive systems for technical professionals
    • Create a highly motivating work environment
    • Manage and lead creative individual contributors
    • Maximize the technical productivity and vitality of teams
    • Create the most effective physical structure for supporting innovation
    • Organize for innovative product development
  • Language Requirements

    The Global Executive Academy is designed for executives and managers who prefer to experience the program and actively participate in discussions in their native language, but who have a basic working knowledge of the English language. Participants’ language of high proficiency should be one of the following: Arabic, English, Mandarin, Portuguese, Russian, or Spanish.

    All email inquiries as well as the pre-program administrative processes will require the use of English, so please plan accordingly when completing these steps:

    • Application form
    • Customer service inquiries
    • Follow-up communications regarding acceptance, payment, and visa issues

    Application and Payment Requirements

    To register for the Global Executive Academy, please submit an online application.

    Once admitted, you must submit a non-refundable deposit of $2,900 in order to secure your enrollment in the program. The remaining balance of $12,000 must be submitted no later than two weeks before the start of the program, and standard cancellation and deferral policies will apply to this amount.

    U.S. Entry Requirements

    It is the participant's responsibility to understand and comply with the entry requirements for travel to the United States. Please note that some citizens are required to hold a Machine Readable Passport or visa in order to enter the United States. Visit the U.S. Department of State website, or contact your local embassy or consulate, to determine the requirements based on your country of origin. If you require a visa invitation letter, please email us at execacademy@mit.edu as soon as possible after your non-refundable deposit has been made, and we will provide you with the letter.

  • September 8-9: Strategic Marketing

    This course is designed to provide non-marketing executives and managers with a thorough review of the key concepts in marketing and strategy. The course begins by asking: what markets should you be in? This includes what markets you should enter, and just as importantly, when should you exit. The course then turns to tactical issues, describing how to optimize product, pricing, advertising and channel decisions.

    Strategic Marketing will introduce participants to the most effective (and easily implemented) approaches for getting value from customer data. Non-marketing managers will learn a common language to interact more effectively with the marketing and strategy professionals in their own firms.  Participants will look at marketing problems through the lens of an analytical framework to help them better:

    • Understand how and when to contribute to the organization’s marketing strategy
    • Collect customer data to support the product development process
    • Communicate more effectively with the marketing team
    • Anticipate and take advantage of surprising inconsistencies in the customer decision process
    • Evaluate market attractiveness and select target markets
    • Form a structure for thinking about the design and management of distribution channels
    • See why pricing decisions are complex and how they get made
    • Manage an advertising campaign

Program Brochure

View the MIT Sloan Global Executive Academy (multi-language) Interactive Brochure

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Feature Story

Learn more about the Global Executive Academy in this article on the pilot program which took place in December 2013.

Participant Video

GEA Video - English

 

2013 participant Cynthia Mufarreh discusses her reasons for choosing MIT Sloan and her experience in the Global Executive Academy.