FACULTY DIRECTOR
This five-day program blends the perspectives of marketing,
design, and engineering into a systematic approach to delivering innovation,
and presents methods that can be put into immediate practice. The goal of this
program is to help participants become systematic about innovation in order to
create value for their businesses and their customers in the globally connected market.
Systematic Innovation of Products, Processes, and Services
Certificate Track:
Technology, Operations, and Value Chain Management
Location:
Cambridge, Massachusetts
Tuition:
2017: $8,900 (excluding accommodations) 2018: $9,100 (excluding accommodations)
Program Days (for ACE Credit) 5
View Course Brochure
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Design and development projects today face a complex landscape of interrelated challenges, including technological feasibility, customer desirability, business viability, and environmental sustainability. This program explores the process of systematic innovation in product development, business processes, and service design, with a special focus on the end-to-end design and development process, beginning with creation and ending with commercialization and ongoing product/service leadership.
The
program introduces a structured approach to design and customer analysis
processes that draws on important trends that have become essential to
successful innovation in today’s businesses: the digitization of all business
processes; the blending of product and service into integrated solutions;
considerations around environmental sustainability; and the use of
globally-distributed teams.
Participants
will learn how to lead these innovation processes in a fluid world where the
best-made assumptions can, and often do, change midstream. Participants will also
have an opportunity to discuss these frameworks and apply them to their own
personal responsibilities and experiences.
The concepts and frameworks covered in this program will enable participants to understand:
Systematic Innovation of Products, Processes, and Services is for people whose jobs are to create new products, new business processes, and new services, including, but not limited to:
The program is suitable for individuals, for teams of two or three, or for a complete program or service development team.
Steven D. Eppinger is the General Motors Leaders for Global Operations Professor, a Professor of Management Science and Engineering Systems, and the Co-Director of the System Design and Management Program at the MIT Sloan School of Management.
Eppinger served as deputy dean of MIT Sloan from 2004 to 2009; as faculty co-director of the Leaders for Global Operations (formerly MIT Leaders for Manufacturing) and the System Design and Management programs from 2001 to 2003; and as co-director of the Center for Innovation in Product Development from 1999 to 2001. Prior to joining the MIT faculty in 1988, he worked as a machinist, manufacturing engineer, product designer, and consultant in both prototype and production operations.
His research efforts are applied to improving product design and development practices. Conducted within MIT’s Center for Innovation in Product Development, his work focuses on organizing complex design processes in order to accelerate industrial practices, and has been applied primarily in the automotive, electronics, aerospace, and equipment industries. At MIT Sloan, Eppinger has created an interdisciplinary product development course in which graduate students from engineering, management, and industrial design programs collaborate to develop new products. He also teaches MIT’s executive programs in the area of product development.
In 1993, he received both MIT’s Graduate Student Council Teaching Award and the MIT Sloan Award for Innovation and Excellence in Management Education. Eppinger has co-authored a widely used textbook entitled, Product Design and Development, Fifth Edition (McGraw-Hill, 2008). The author of more than 40 articles in refereed academic journals and conferences, he received the ASME Best Paper Award in Design Theory and Methodology in 1995 and again in 2001. Eppinger lectures regularly for international corporations and in executive education programs, and has consulted for or conducted research with more than 50 firms. He serves on the Research Advisory Council of the Design Management Institute and on the Advisory Board of Directors of the Society of Concurrent Product Development.
Eppinger holds SB, SM, and ScD degrees in mechanical engineering from MIT.
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.
Ray Reagans is the Alfred P. Sloan Professor of Management and Professor of Organization Studies at the MIT Sloan School of Management.
Reagans studies the origin and influence of social capital on knowledge transfer, learning rates, and overall team performance. More specifically, he examines how demographic characteristics such as race, age, and gender affect the development of network relations. He also considers how particular network structures affect performance outcomes, including the transfer of knowledge among individuals and the productivity of research and development teams.
Reagans holds a BA in sociology and economics from Brown University and a PhD in sociology from the University of Chicago.
Catherine Tucker is the Sloan Distinguished Professor of Management and Professor of Marketing at MIT Sloan. She is also Chair of the MIT Sloan PhD Program.
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. She has particular expertise in online advertising, digital health, social media, and electronic privacy. Generally, most of her research lies in the interface between marketing, economics, and law.
She has received an NSF CAREER Award for her work on digital privacy, the Erin Anderson Award for Emerging Marketing Scholar and Mentor, the Paul E. Green Award for contributions to the practice of Marketing Research and a Garfield Award for her work on electronic medical records.
Tucker is associate editor at Management Science and a research associate at the National Bureau of Economic Research. She teaches MIT Sloan's course on Pricing and the EMBA course "Marketing Management for the Senior Executive." She has received the Jamieson Prize for Excellence in Teaching as well as being voted "Teacher of the Year" at MIT Sloan.
She holds a PhD in economics from Stanford University, and a BA from the University of Oxford.
Sample Schedule—Subject to Change
| DAY 1 SAMPLE | |
| 08:00AM - 09:00AM | Breakfast |
| 09:00AM - 10:30AM | Introduction to Innovation Processes |
| 11:00AM - 12:30PM | Technology Strategy |
| 12:30PM - 01:30PM | Networking Lunch |
| 01:30PM - 05:00PM | Design Thinking Skills and Systematic Innovation |
| DAY 2 SAMPLE | |
| 08:00AM - 09:00AM | Breakfast |
| 09:00AM - 10:30AM | Customer Needs Analysis Methods |
| 11:00AM - 12:30PM | Systematic Creativity Methods |
| 12:30PM - 01:30PM | Networking Lunch |
| 01:30PM - 05:15PM | Market Strategy |
| 05:15PM - 07:00PM | MIT Campus Tour |
| DAY 3 SAMPLE | |
| 08:00AM - 09:00AM | Breakfast |
| 09:00AM - 10:30AM | Design for Environmental Sustainability |
| 11:00AM - 12:30PM | Design of Services |
| 12:30PM - 01:30PM | Networking Lunch |
| 01:30PM - 05:00PM | Capturing Value from Innovation |
| DAY 4 SAMPLE | |
| 08:00AM - 09:00AM | Breakfast |
| 09:00AM - 10:30AM | Development Process Strategy |
| 11:00AM - 12:30PM | Product and Service Leadership |
| 12:30PM - 01:30PM | Networking Lunch |
| 01:30PM - 05:00PM | R&D Organization and Leadership |
| 06:00PM - 08:00PM | Reception and Dinner |
| DAY 5 SAMPLE | |
| 08:00AM - 09:00AM | Breakfast |
| 09:00AM - 10:30AM | Managing Complex Technical Projects - DSM Methods |
| 11:00AM - 12:30PM | Staged vs. Spiral Development |
| 12:30PM - 01:30PM | Luncheon |
| 01:30PM - 02:30PM | Technology and the Future of Design—Process and Culture |
| 02:30PM - 03:00PM | Program Conclusion |
MIT Sloan Professor Steven Eppinger, author of one of the most widely used texts on product development, explains how the essential elements of "design thinking" can be applied with great success to product and service innovation.
VIEWMany global business organizations develop and manage complex systems with multiple interacting parts. In an effort to become more effective, efficient, and profitable in the face of growing complexity, businesses seek process innovations that help them streamline their systems.
VIEWSteven Eppinger, a professor of engineering and management at the Massachusetts Institute of Technology's Sloan School of Management, said the design and engineering communities are excited about the digital manufacturing initiative. He emphasized the importance of design innovators working alongside manufacturing innovators.
VIEWHow do you ensure the flow of information among people and teams in a large organization without information overload? This problem is addressed by a technique called the Design Structure Matrix (DSM), a tool for managing complexity.
VIEWWelcome to the world of Design Structure Matrix (DSM) modeling, a management exercise that forms one branch of MIT’s long-running institutional fascination with the analysis of complex systems.
VIEWThe Boeing 787 Dreamliner has been making headlines since it was introduced to the public in 2003. Unfortunately, recent headlines have not been good.
Now suppose someone said you could accomplish these assignments by drawing a simple square chart on a piece of graph paper. No need for buggy software systems, labyrinthine flow charts or bloated Venn diagrams. Sound appealing? Welcome to the world of Design Structure Matrix (DSM) modeling.
VIEWMIT Sloan Professor Stephen D. Eppinger shares his perspective on the future of engineering design and the key trends affecting engineering design processes, engineering organizations and engineering culture.
Design structure matrix (DSM) is a straightforward and flexible modeling technique that can be used for designing, developing, and managing complex systems.
The International DSM Conference provides a platform for practitioners, researchers, and developers of DSM-related tools to exchange experiences, discuss trends and showcase results and tools.
Nikolas D: Great program, experience, teaching and working tool's to take back home!
Carlos A: This program is so complete that I change my job to effectively apply all knowledge. Can I say that was a Milestone on my career and today in my business. All aspects of this course are amazing.
Mariusz A: The experience was outstanding with a lot of case studies, simulations and team work. The faculty has a deep experience in real life problems and is focusing on important trade-offs that are crucial for successful product development process. The applicability of the gained knowledge in the manufacturing company is outstanding.
Sasheendran V: The program was very useful. The concepts were delivered in a crystal clear manner which could be used in our organisation
Jean De S: The course is very immersive, and have a focused contente. Certainlly all information can be applied with almost zero customization in any company
Kevan S: Great content and great presentation. Instructors were energetic and engaging. Loaded full of methods, insights and frameworks that are applicable across industry and function.
K. Antony B: Gives a lot more dimensions to evolve and evaluate innovation processes.
Sundar P: Wonderful and insightful program. Would have liked to balance the with a little more application time.
Mayank S: This program has been one of the eye openers for me. I am all geared up for going back to my organisation and doing some Innovation.
Martin H: Great faculty, great content. A must if you are looking into understanding to improve your processes, services and products.
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"The experience was outstanding with a lot of case studies, simulations and team work. The faculty has a deep experience in real life problems and is focusing on important trade-offs that are crucial for successful product development process. The applicability of the gained knowledge in the manufacturing company is outstanding." ~ Mariusz A.
Systematic Innovation by Design: Application to Development of Products and Services
Understand how the essential elements of "design thinking" can be applied to product and service innovation.
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