FACULTY DIRECTOR
This joint program with IMD helps business leaders successfully manage innovation from concept to commercialization. Drawing on a dynamic and integrative value chain framework created at MIT, participants learn how to build organizational relationships that facilitate knowledge transfer, both within the firm and across the value chain.
Driving Strategic Innovation: Achieving High Performance Throughout the Value Chain
Certificate Track:
Strategy and Innovation
Location:
September 2019 & 2020: MIT, Cambridge, Massachusetts | February 2020: IMD, Lausanne, Switzerland
Tuition:
September 2019 & 2020 $11,900 USD (excluding accommodations) | February 2020 CHF11,500 (excluding accommodations)
Program Days (for ACE Credit) 5
How do the most successful innovators generate more than their fair share of smart ideas? How do they unleash the creative talent of their people? How do they move ideas through their organizations and supply chains that are not only creative but fast to market? The answers to these key questions form the core of this program for business leaders and entrepreneurs who are determined to position their companies for future growth.
Offered jointly with IMD, this program will combine marketing, product development, technology assessment, value-chain design, project execution, and talent management in an end-to-end roadmap for achieving breakthrough performance. Using a dynamic and integrative value-chain framework created at MIT, participants will gain the capability to position their organizations for future growth.
Participants will leave this program armed with the knowledge of how to influence corporate culture, alter the way their organization responds to the challenge of innovation, and strengthen relationships with partners along the value chain. This intensive learning experience will deliver long-term value, helping business leaders to:
This program is designed for senior executives and entrepreneurs who have significant input into the technology and innovation strategy of their organizations. Participants should play a key role within their organizations that gives them the ability and perspective to look up and down the value chain to appraise strategic technology options wherever they arise. Business leaders who will take away the greatest value from this program:
Charles H Fine is the founding President and Dean of the Asia School of Business in Kuala Lumpur, Malaysia, a collaboration between the MIT Sloan School of Management and Bank Negara Malaysia, the country’s central bank. For more than 30 years at MIT Sloan, Professor Fine has taught MBA and Executive Education courses in Operations Strategy, Supply Chain Management, Quality Management, and Innovation. He led the collaboration between MIT Sloan and the Indian School of Business on manufacturing curriculum development (2011-14), and was a founding co-director of MIT’s Tata Center for Technology and Design (2012) and a founding co-director of MIT’s Communications Futures Program (2002). He previously served as co-director of MIT’s International Motor Vehicle Program (1993-1998).
Professor Fine’s recent research focuses on the development of principles for entrepreneurial companies to build operations strategies and capabilities consistent with their business objectives. His previous work addressed strategic supply chain design principles for fast-clockspeed manufacturing and service industries.
Professor Fine has an AB in Mathematics and Management Science from Duke University, and an MS in Operations Research and a PhD in Business Administration (Decision Sciences) from Stanford University. He is the author of Clockspeed: Winning Industry Control in the Age of Temporary Advantage, Perseus Books, 1998. His work, on quality management, flexible manufacturing, supply chain management, and operations strategy, has also appeared in a variety of leading publications.
Professor Fine has consulted and taught widely in industry, with clients including Accenture, Axiata, Agile Software, Alcan, BellSouth, Best Buy, Boeing, Boehringer Ingelheim, Bombardier, Booz-Allen, BP, Caterpillar, Chrysler, Delphi Automotive, Deutsche Bank Alex Brown, Embraer, ESI, Fidelity, Fluor, GE, GM, Goodyear, Gore, HP, Honeywell, Intel, Kodak, Li & Fung, Lockheed-Martin, Lucent, Mercury Computer, Merrill Lynch, Microsoft, Motorola, 3M, NCR, Nokia, Nokia-Siemens Networks, Nortel, Novartis, Oracle, Polaroid, Porsche, PTC, Research-in-Motion, Rolls-Royce, Schlumberger, Sematech, Sony, Tata, Teradyne, Toyota, TRW, Unilever, Volkswagen, Volvo, Walsin Lihwa.
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. His current work explores the long-term costs of stockouts, the long-term impact of promotion decisions, dynamic catalog mailing decisions, and adaptive techniques for the optimal design of pricing and product decisions. Other work investigates the allocation of ownership in channel relationships, and the adaptive design of market research instruments. His research is often inter-disciplinary in nature, using methodologies developed in economics or operations research to make contributions to the academic literature. The research relies heavily on industry participation, and includes many large-scale field tests conducted with a variety of direct marketing companies and other retail firms.
William Fischer specializes in issues relating to corporate strategy, particularly in technology-related organizations, and in the management of operations and technology at IMD (the International Institute for Management Development) in Lausanne, Switzerland.
He has published numerous articles in academic journals and has won awards for teaching and case writing. In 1999, Fischer received the Silver Magnolia Award, Shanghai’s highest award for foreigners. He currently writes a regular column on Chinese business issues for www.cbiz.cn. His most recent book, co-authored with Andy Boynton, is Virtuoso Teams.
An engineer by training, Fischer has worked with a number of leading corporations in both North America and Europe, and has worked in China continuously since 1980. For more than 15 years, he worked with the World Health Organization in strengthening research and development institutes in developing countries in Africa, Asia, Latin America, and the Middle East.
Between 1976 and 1996, he was on the faculty at the Kenan-Flagler Business School at the University of North Carolina, at Chapel Hill, where he was the Dalton L. McMichael Sr. Professor of Business Administration. In 1998 and 1999, he served as the president of the China Europe International Business School (CEIBS), a 50–50 joint venture between the European Union and China, located in Shanghai.
Fischer holds a DBA from George Washington University.
Sample Schedule—Subject to Change
| DAY 1 SAMPLE | |
| 03:00PM - 03:30PM | Registration |
| 03:30PM - 05:00PM | Introduction: Observe, Admire & Adapt |
| 05:00PM - 06:30PM | The Life Cycle of Innovation & Entrepreneurship |
| 06:30PM - 07:30PM | Networking Welcome Reception |
| DAY 2 SAMPLE | |
| 08:00AM - 08:30AM | Networking Breakfast |
| 08:30AM - 09:30AM | Learning Synthesis |
| 09:30AM - 12:15PM | Introduction to the DSI Framework |
| 12:15PM - 01:30PM | Networking Lunch |
| 01:30PM - 04:30PM | Creating Innovative Cultures |
| 04:30PM - 06:00PM | Innovation in Practice: Nailing the Value Proposition |
| DAY 3 SAMPLE | |
| 08:00AM - 08:30AM | Networking Breakfast |
| 08:30AM - 09:30AM | Learning Synthesis |
| 09:30AM - 12:30PM | Innovation Dynamics |
| 12:30PM - 01:30PM | Networking Lunch |
| 01:30PM - 04:30PM |
-Why Great Innovations Fail -Understanding Strategic Resources |
| 04:30PM - 06:00PM | Innovation in Practice: Scaling the Value Proposition |
| DAY 4 SAMPLE | |
| 08:00AM - 08:30AM | Networking Breakfast |
| 08:30AM - 09:30AM | Learning Synthesis |
| 09:30AM - 12:30PM | Creating and Capturing Value with Strategic Partners |
| 12:30PM - 01:30PM | Networking Lunch & Photos |
| 01:30PM - 04:30PM | Disruptive Process Innovators |
| 04:30PM - 06:00PM | Innovation in Practice: Scaling the Value Proposition |
| DAY 5 SAMPLE | |
| 08:00AM - 08:30AM | Networking Breakfast |
| 08:30AM - 09:30AM | Learning Synthesis |
| 09:30AM - 12:30PM | Business Innovation Model |
| 12:30PM - 01:30PM | Networking Lunch |
| 01:30PM - 04:30PM | Innovation Models: Global Variations |
| 04:30PM - 06:00PM | Innovation in Practice: Putting it all together |
| 06:00PM - 07:30PM | MIT Innovation Tour |
| DAY 6 SAMPLE | |
| 08:00AM - 08:30AM | Networking Breakfast |
| 08:30AM - 11:00PM | Innovation & Teams |
| 12:30PM - 01:30PM | Closing Lunch (Optional) |
| 11:00PM - 12:30PM | Conclusions & Program Closing |
While we’re all immersed in team experiences, we really don’t think analytically about how they work, or how they could work better.
VIEWBill Fischer discusses who are the critical people in an orgranization that help get ideas accepted and implemented in this Out of the Comfort Zone podcast.
VIEWBill Fischer asks six astute observers of the role of leadership behaviors in the innovation scene to suggest one simple resolution each that could well change the way that we interact with innovative activities in the coming year.
VIEWMIT Sloan Professor Duncan Simester discusses the customer evaluation process of products and services, as well the role of branding in the consumer decision process, and how customers make trade-offs. This event illustrates how customers search for information, how they make inferences about products/services and companies, and ultimately how these factors impact their purchasing decision.
VIEWCustomers always come first for this Chinese appliance maker — even as it continually reinvents itself and expands around the world.
VIEWBe ambitious! Be daring! Take chances! Fail often! These are the new secrets of leadership success in a digital age, but, then again, this is also exactly what Christopher Columbus did, Vasco da Gama did, Henry Hudson did!
VIEWAs digital technologies disrupt businesses everywhere, IT chiefs are increasingly drawn to academic programs that promise to hone their abilities to lead business-changing innovation.
VIEW“Why do managers spend so little time thinking?” asks Duncan Simester, NTU Professor of Marketing at MIT Sloan. “The problem is a relentless focus on execution."
VIEWOn Thursday, U.S. District Judge Edward M. Chen in San Francisco is going to hear arguments on whether a class-action lawsuit by Uber drivers looking to get their gas and maintenance expenses reimbursed can go forward.
VIEW"You will have a higher probability of success when you allow people to be small and independent."
VIEWIgnazio A: I joined DSI 2019 @ Lausanne, a transformative learning experience on innovation with experienced executives from a wide variety of industries and countries. Strongly suggested!
Badrinath V: The course is very well structured. Prof. Duncan's lecture is the core theme that covers major topics how to drive the strategic innovation without failing and evaluating the market strategy. The course adds a huge value and provides a great insight.
Hisanori T: Regarding recent innovation, interesting examples are analyzed and introduced. Through these innovation example, the recent movement on business innovation is surveyed. Discussion among the participants builds team and collaborative activity.
George L: An excellent proghram with many appicable tools made available for the participants to take back with them to implement in their own organizations.
Abdulilah M: I have learn what doe the S curve and how I should evaluate the projects in order to get the most out of them.
Maxwell A: The course was highly relevant to my field and met by set objectives. I could have benefitted more from the NVBOTS meeting if it has been held later in the course. Alternatively, an afternoon interaction with industry player(s) in the later segment of the course opens up opportunities to further discuss the learnings/frameworks.
Kazuyoshi Y: with some practical cases, this course showed some simple ways to solve difficult organizational problems, which convinced me.
Oscar Villanueva C: Great content and networking, the professors are really good. Serves to apply innovative changes within the organizatios balancing the best way if disruptive or incremental. Very interesting and useful. 100% profitable.
Michael G: Phenomenal course of instruction led by top notch professionals in Charlie and Bill. Program managers Amy and Anne-Marie did a phenomenal job of ensuring the whole week progressed without a "hitch", while Raj and Duncan added their expertise to provide another dimension to what Bill and Charlie taught. I work for the Department of Defense and not in an actual civilian business, but can honestly say that a majority of the information is directly applicable to my type of work and enabled me to come to a paradigm shift in how I view innovation in the military. I can't say enough about what a great experience it was to be learn at MIT and share the classroom with the amazing, successful and intelligent classmates I was fortunate enough to have.
Konstantinos S: Excellent program! The overall implementation, discussions, theory & practive provided a truly great result!
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"Fantastic experience! Extreme learning environment with lots of high level thinking compressed into a very short time period. Not easy to digest it all, but that's the point - we have it to draw on as we digest it and apply the learning over time." -- Shawn T.
"As digital technologies disrupt businesses everywhere, IT chiefs are increasingly drawn to academic programs that promise to hone their abilities to lead business-changing innovation," reports Global Intelligence for the CIO in this article featuring the Driving Strategic Innovation program and Bill Fischer.
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