This intensive program details a unique and powerful approach to integrating business and technology strategy and to developing profitable ventures and technologies. Participants are introduced to a set of tools to identify high-leverage projects, match product strategy to market dynamics, capture market value, and change organizational capabilities to reflect evolving markets and technological dynamics.
Developing and Managing a Successful Technology Strategy
Certificate Track:
Strategy and Innovation
Location:
Cambridge, Massachusetts
Tuition:
$3,900 (excluding accommodations)
Program Days (for ACE Credit) 2
View Course Brochure
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A great idea does not guarantee great profits. If a company's R&D dollars are going to pay off in profitable products and technologies, it needs a strategy that not only makes markets, but also beats the competition. This program presents a depth of challenges that extend from R&D to manufacturing, engineering, project management, product strategy, and new ventures. It provides an innovative and powerful approach to developing and managing technology and products that people want to buy. The program material will also explore ways to link those technologies and products with a company's business strategy.
Please note: This program was previously named Developing and Managing a Successful Technology and Product Strategy.
Drawn from MIT Sloan School's top-ranked MBA curriculum, this groundbreaking program will provide a framework for understanding how technologies and markets evolve; how they are linked; how technologies differ across markets; and how new technologies get accepted. This program will enable participants to:
This program is essential for senior general and technical executives involved in developing, managing, or marketing technology or products, or with managing organizations that sell their products in rapidly changing markets. The program will be most beneficial for:
Titles of past participants have included:
Pierre Azoulay is the International Programs Professor of Management at the MIT Sloan School of Management, and a Research Associate at the National Bureau of Economic Research.
His current research focuses on empirical studies of the supply of biomedical innovators, particularly at the interface of academia and the biopharmaceutical industry. He also is interested in the topic of academic entrepreneurship, having recently concluded a major study of the antecedents and consequences of academic patenting. In the past, he has investigated the impact of superstar researchers on the research productivity of their colleagues, and the outsourcing strategies of pharmaceutical firms, in particular the role played by contract research organizations in the clinical trials process.
At MIT Sloan, he teaches courses on competitive strategy and innovation strategy to the EMBA students and Sloan Fellows, as well as a PhD class on the economics of ideas, innovation, and entrepreneurship.
He holds a Diplôme d’Études Supérieures de Gestion from the Institut National des Télécommunications, an MA from Michigan State University, and a PhD in management from MIT.
Ezra Zuckerman Sivan is Deputy Dean and the Alvin J. Siteman (1948) Professor of Strategy and Entrepreneurship. He is also cofounder of MIT Sloan's PhD Program in Economic Sociology. As Deputy Dean, he has responsibility for all of Sloan’s faculty, approximately 200 (hiring, promotion and tenure, performance evaluation, and compensation), and half a dozen research centers based in Sloan.
Zuckerman is an economic sociologist whose research focuses on showing how an understanding of fundamental social processes is important for shedding light on key issues in business and management, as well as how an appreciation for the dynamics of business and management inform our understanding of fundamental social processes. He is perhaps best known for demonstrating the importance of categorical structures in shaping valuation in various markets.
Zuckerman's master's and executive level teaching centers on competitive and technology strategy, and he teaches two doctoral courses, "Sociology of Strategy" and "Identity and Action."
Zuckerman holds a BA in political science from Columbia University as well as an MA and a PhD in sociology from the University of Chicago.
Sample Schedule—Subject to Change
| DAY 1 SAMPLE | |
| 07:45 AM - 08:30 AM | Registration and Continental Breakfast |
| 08:30 AM - 12:00 PM | 1. Introduction and Overview 2. Technology Strategy at the Project Level: A clear technology strategy can set your company apart from its most powerful competitors. |
| 12:00 PM - 01:00 PM | Networking Lunch |
| 01:00 PM - 05:00 PM | 3. Creating and Capturing Value: But in order to truly win in the marketplace, you have to create and capture value with your innovations. Explore case studies from several companies that demonstrate innovation at the product or project level. Then learn how to commercialize those innovations to turn them into real value. 4. Negotiation Exercise: Put learning into action with a hands-on negotiation with fellow participants that underscores how to capture value from innovation. |
| 05:00 PM - 06:00 PM | Networking Reception |
| DAY 2 SAMPLE | |
| 07:30 AM - 08:00 AM | Continental Breakfast |
| 08:00 AM - 4:00 PM | 1. Technology Strategy at the Portfolio Level: Learn how to build a portfolio for creating and capturing value. Explore case studies that demonstrate idea portfolios and portfolio processes. 2. The Incumbent’s Dilemma: Ponder how an incumbent can create and capture value in a technological discontinuity. Reinforce learning by discussing how it applies in a well-known case, as well as in your own organizations. 3. Summary and Wrap Up |
The application of a new citation metric prompts a reassessment of the relationship between the size of scientific teams and research impact, and calls into question the trend to emphasize ‘big team’ science.
VIEWA new, innovative, open-access online journal for sociological research launched.
VIEWIn a world of increasing globalization, companies of all sizes need to stay attuned to new developments and currents of innovation beyond their core markets. This article highlights an intriguing way in which managers at smaller regional companies in the U.S. improve their ability to stay abreast of industry trends with the help of industry peer networks.
VIEWSatish P: Good course, but would have expected more relevant applicability to a business and take aways for the same.
George W: Excellent course, breaks down the formation of strategy. Good basic course.
Harshavardhan Reddy M: Great program helped me with strategy for my organization.
Edgar Wang B: Very good program approach, experienced Prof‘s able to discuss participants input and ad hoc issues. Methodology and tools are very helpful. However, I would have liked more current cases and more insight to them.
Bill C: This is a good course for me and most tools and theories could be applied on our company. The only things I would suggest is that maybe you could provide more case study material for us to better understand how to apply it in real case.
Scott L: The faculty ran the class at a good pace and used real world examples to make their points.
Shintaro N: This course is giving a very powerful insight to me regarding the continuous digital technology, especially how to make a new type of s-curve on the current business situation, and also how to manage the new type of the innovation from a process and the value chain point of view.
Erik M: Excellent course - professor Azoulay and Zuckerman did a tremendous job
Arjen G: Great, strategich program, providing insights in te major dilemmas and trade offs in innovation strategies. The link with the very practical approach to technology portfolio management makes it also hands-on, and useful at work, from the next day onward.
Abolaji O: Excellent program. The professors were fantastic and subject expert on the rudiment of technology strategy. The case studies are fantastic, will recommend this for all technology decision makers as well as those that implement technology strategies.
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"This course was very engaging and presented a wide range of critical information related to not only product and technical strategy, but overall business strategies. The professors were superior on both their style and also their obvious depth of knowledge." ~ Gerry C.
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