Posted by MIT Sloan Executive Education - 4 months and 9 days ago
Douglas Ready knows a lot about leadership. The MIT Sloan Senior Lecturer is considered one of the world’s leading authorities on strategic talent management and executive development and has been named multiple times to Thinkers50, the premier ranking of the world’s top thought leaders. Ready, who is also Founder and CEO of the International Consortium for Executive Development Research, is a prolific writer on enterprise leadership and implementing strategic and cultural change; his articles have set the agenda for talent, leadership, and strategic change over the last two decades. And he is an active advisor to CEOs and top executive teams around the world.
Posted by MIT Sloan Executive Education - 1 year and 5 months and 13 days ago
Although China Mobile is the largest mobile company in the world, several years ago the successful, high-ranking member of the global Fortune 500 realized it needed to up its game to compete in the world market. The telecom giant recognized that applying innovation to all aspects of its company--from new products and services to operations processes and marketing strategies--was the way to address the rapid changes occurring in the telecommunications industry and also ensure its long-term success.
"In order to maintain China Mobile’s leadership position in the world, we need our executives to think strategically, have a global perspective, and hone their innovation skills--all contributing to improved management capabilities," explained Mr. Zhang Xi, HQ HR, General Manager at China Mobile.
In an effort to expose the company's senior executives to the most progressive ideas about innovation, China Mobile explored working with leading U.S. universities known for their research in that area. In addition to Tsinghua University in Beijing, the MIT Sloan Custom Program was selected. "We believe that MIT has always been the cradle of the latest technology and scientific research in the U.S.," said Karen Li, Associate Director of Executive Education at Tsinghua University, adding that the two universities already have a long-term partnership in MBA programs.
At the outset of the program, China Mobile and Tsinghua University worked in tandem to leverage MIT's cutting-edge innovation research and identify critical business challenges facing the company. In particular, the China Mobile leadership team was interested in concepts that would help to propel the company as a whole--such as platform strategies and value chains. "Our main goal is to learn from the world-renowned faculty and best American companies and try to simulate best practices in our daily work," said Mr. Zhang.
To that end, executives in the custom program explored leading innovation and strategy research by MIT Sloan faculty, and visited research labs as well as companies in the MIT ecosystem. Program materials focused on general management concepts such as strategy and innovation. As the program progressed, the sessions combined content-rich lectures and small-group discussions on topics ranging from general management ideas about leadership and strategy to more industry-specific subjects like big data, mobile trends, and digital marketing.
Posted by MIT Sloan Executive Education - 1 year and 5 months and 19 days ago
"Like a good play or restaurant, this course left me wanting more." That was the sentiment from Brad Evans, Nuclear Operations Division Manager at Pacific Northwest National Laboratory, when asked about his thoughts on the MIT Sloan program, Leading Change in Complex Organizations. His fellow participants agree. Leaders of change have a tough job, but MIT Sloan makes it easier to navigate by providing frameworks and encouraging executives to look at situations through multiple lenses.
Effective change leadership is an evergreen struggle for many organizations, so it's no surprise that the MIT Sloan program, which runs once a year in mid-May, continues to be popular with executives around the world. The 2016 program attracted 46 participants from 14 different countries spanning North America, South America, Europe, the Middle East, Africa, Asia, and Australia.
Some might say leadership and change go hand in hand. Deanna Lomas, Director of Supply Chain at Telstra in Melbourne, Australia, would take that statement a bit further and quip, "Leadership is change … change of oneself, others, and systems to achieve what may seem impossible. This program teaches you the key tools to start the journey."
Participants in the program are introduced to MIT's approach to leadership, the 4 Capabilities Leadership Model that was created here at MIT Sloan. They learn about the power of networks, both inside and outside of their organizations, how to organize for innovation, and effective methods for managerial decision making. True to MIT's motto of "Mens et Manus," which is Latin for "Mind and Hand," the program also offers opportunities for participants to test their new knowledge through case studies and hands-on simulations that put the learning into practice.
Posted by MIT Sloan Executive Education - 3 years and 6 months and 21 days ago
For the last year or so, there’s been a significant amount of news coverage around the wages paid to low-income earners, such as those working at fast food outlets and in retail stores. There have been public protests, calls for boycotts, and legislation to raise the minimum wage in some states.
Posted by MIT Sloan Executive Education - 3 years and 7 months and 6 days ago
Strong leadership and innovation are ideals and skills that should not be limited to the business world. In fact, one could make a strong argument that innovation is needed more in non-profit and government organizations than in corporations. Of course, we’d argue that innovation is needed everywhere. And, that nearly every kind of organization can benefit from it.
Posted by MIT Sloan Executive Education - 3 years and 7 months and 10 days ago
Lean production, high performance work systems, virtual communications, and collaboration applications are all examples of the latest tools, technology, and processes executives are encouraged to implement in efforts to improve productivity and efficiency. But why are there more useful tools and processes out there than there are organizations that use them?
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