Executive Education

Description
Designed and taught by leading faculty of the MIT Sloan School of Management, this intensive, 22-day program goes beyond the MBA to consider the advanced concepts, practical tools, and essential skills needed to lead effectively in today's global business environment.

Program Overview
The International Management Program integrates perspectives from multiple disciplines to enable managers to create, capture, and deliver value. The program introduces cutting-edge management thinking and provides frameworks and strategies for:

• creating a global business strategy 
• driving innovation and entrepreneurship in established and emerging markets
• managing the distributed enterprise
• understanding international economics
• leading change in complex organizations 

The international nature of the program curriculum is reinforced by the diverse group of participants from a wide range of countries, as well as the multinational faculty.

Program Outline Week I: The Dynamics of Globalization

There is little question that, in many industries, competition is increasingly global. Furthermore, for those firms that have competed internationally primarily on the basis of cost, China and India have become increasingly important—and their emergence is changing the entire global system.

The Dynamics of Globalization will explore how various countries and firms are successfully meeting these challenges. Faculty and participants will trace the implications of increasing global competition on the reconfiguration of the global value chain in various industries. Examples that represent various regions and types of organizations—multinational and local firms from both developing nations and industrialized countries—will be presented throughout the week. Participants will also learn what to look for in analyzing country business environments.

Typical sessions will include national and global markets, globalization strategy, international economics, emerging markets, and comparative advantages.

Week II: Strategic Management Processes

To bring about the level of transformation needed in our organizations and our world right now, firms must innovate in terms of processes, products, services, and business models. Managers need new ways of learning and of leading—ways that are not limited to reflecting the patterns of the past but ones that tune into the possibilities of the future.

In Strategic Management Processes, participants will learn how to sense and seize future opportunities and how to become more effective leaders and change-makers. They will explore the core role of innovation in competitive strategy and learn to harness the creative resources needed to lead profound innovation. They will also be introduced to tools and frameworks for evaluating market attractiveness,  developing product concepts, and optimizing product and marketing decisions.

Typical sessions will include innovation and creativity, "presensing", global product development, vertical  and horizontal competition, marketing, and related financial issues.

Week III: New Organizational Models

Leading an innovative firm is very different from managing a firm whose products and processes are largely static; as a result, much greater attention must be given to empowering those employees with technical and/or market knowledge to innovate. Traditional hierarchical models, where only a small cadre at the center makes all the decisions, are no longer effective. As a result, new organizational models must be employed.

New Organizational Models will compare and contrast management and leadership in both entrepreneurial and established firms, providing participants with new insights on how to manage "across the entrepreneurial divide" and to extract the best from each type of organization. Participants will learn to segment the customer base, develop an effective value proposition, assess and mitigate business risk, and maximize team performance. They will also be introduced to new tools and concepts, such as systems dynamics, the Delta Model, and the "three lenses" for diagnosing organizations and leading change.

Typical sessions will include corporate strategy, managing people, systems thinking, high-performance teams, and managing change.

Week IV: Leadership Challenges in a Changing World

In today's rapidly changing world, business leaders face new challenges nearly every day. As organizations shift from old to new business models and adopt new strategic processes, unanticipated obstacles and new opportunities emerge.

 Leadership Challenges in a Changing World will help participants understand the complex interrelationships surrounding change and develop an understanding of and ability in the type of leadership required for innovation. It will explore the tools leaders need to advance their goals, foster collaboration, and build a learning culture.

Typical sessions will include the matrix of change, market trends, developing markets, and emerging industries.

The Learning Experience

Participants in the program will take part in wide-ranging and challenging discussions,  specially designed simulations, hands-on workshops, and live case studies. Out of the classroom, they will engage in field work, study groups, and interest groups. They will be introduced to a variety of tools and frameworks designed to help them apply learning to their own organizations, industries, and countries.

The learning environment at MIT will provide the best of both worlds—global perspective and local application. Participants will join a multinational group, including graduating MBA students from the Nanyang Fellows Program. The Nanyang Fellows represent more than 10 countries in Asia, including China, India, Malaysia, Singapore, and Vietnam. This global classroom will provide rich and diverse cultural perspectives and situations.

Through networking opportunities with each other and the faculty, participants will have the unique experience of engaging in discussions about their ideas and strategies with an accomplished group of professionals, enhancing the development of their local, regional, and global strategies.

Program Benefits
This intensive learning experience delivers long-term value, enabling participants and their organizations to:

• select strategies for targeting new, expanded, and more profitable markets
• create an organizational culture that promotes innovation
• increase the competitiveness of national firms
• address the challenges of globalization

Who Should Attend
The International Management Program is designed for high-potential managers from around the world. Participants will be fast-track professionals in key management positions who will play a strategic role in the running of their organizations. The program is tailored for recent graduates of MBA and Executive MBA programs and those with equivalent work experience.

The MIT Edge
MIT is recognized as one of the premier educational institutions in the world. Located at the intersection of management and technology, MIT Sloan is consistently ranked as one of the top business schools. The School's world-renowned faculty are leaders in their fields, working closely with their counterparts in corporations and governments around the globe.

The International Management Program is taught by senior faculty from MIT Sloan's MBA and Sloan Fellows programs, and provides participants with access to leading-edge research and thinking.

"The outstanding program faculty, as well as the bright and highly motivated individuals from different industries, provided stimulating classroom discussions and project work...I had a magnificent and fruitful learning experience at MIT."
Catherine Liu
Head of Risk Management
Colony Capital Asia, Taiwan and Hong Kong

Requirements

• Completion of all MBA or Executive MBA coursework, or at least five years of work experience
• Eligibility for a U.S. B1 Visa
• Demonstrated ability to cover costs of program; participants are responsible for their own accommodations which are estimated at $6,500.
• Fluency in understanding, speaking, and reading English
• Submission of a resume to imp@sloan.mit.edu
• Application and resume must be received no later than April 16, 2010

The International Management Program employs a rolling admissions process; all applications are generally reviewed in chronological order according to the date they were completed.

For More Information
If you would like more details regarding the International Management Program, please send an email to imp@sloan.mit.edu

MIT Sloan Faculty
The faculty team planned for the International Management Program includes:

Deborah Ancona, Seley Distinguished Professor of Management, is faculty director of the MIT Leadership Center. She is engaged in research examining core leadership capabilities. Her work includes the design and creation of leadership courses and workshops, a leadership model, and a 360-degree survey instrument.

Gabriel Bitran, Nippon Telephone and Telegraph Professor of Management at MIT Sloan, Bitran specializes in the design of service delivery and manufacturing systems. His work addresses topics that include matching the supply and demand in service systems, capacity planning, and technology selection. He is currently engaged in research on coordination and communication among supply chain entities.

Erik Brynjolfsson, George and Sandi Schussel Chair in Management Science, explores how advances in information technology contribute to organizational change, intangible assets, and business performance. Currently, he directs the Center for eBusiness at MIT, a research initiative to analyze the business uses of the Internet and related technologies.

Steven D. Eppinger, General Motors LFM Professor of Management Science and Engineering Systems and Deputy Dean, is former co-director both MIT's Center for Innovation in Product Development and the Leaders for Manufacturing and System Design and Management masters programs. His research creates new approaches to improve complex product development processes. He has worked as a manufacturing engineer, product designer, and consultant in both prototype and production operations.

Arnoldo C. Hax, Alfred P. Sloan Professor of Management Emeritus, enjoys an international reputation for his research, publishing, and consulting in the fields of strategic planning, management control, operations management, and operations research. He has participated in executive education programs around the world and consults regularly to multinational organizations.

Yasheng Huang, China Program Associate Professor in International Management, focuses on international business, political economy, and institutional issues. His book, Selling China, examines the institutional drivers of foreign direct investment (FDI) in China. He is currently doing research on projects related to China and India as well as FDI in China.

Donald R. Lessard, Epoch Foundation Professor of International Management, studies international corporate strategy and finance with a special emphasis on risk and knowledge management. His current research focuses on globalization strategies in network industries and the linkage of strategy to risk management in major projects.

Kenneth Morse, Former Managing Director, MIT Entrepreneurship Center, has played a key role in launching several MIT-related high-tech startups, including 3Com Corporation, Aspen Technology, Inc., and an expert systems company. His expertise includes global sales and marketing strategies for new ventures and university-based technology entrepreneurship initiatives.

Mark Mortensen, Richard S. Leghorn (1939) Career Development Professor, studies group dynamics in geographically distributed teams and the effects of technology on interpersonal interaction. Mortensen’s recent research includes studies of distributed team structure as well as a series of studies examining the different nature of conflict within geographically co-located and distributed work teams.

Roberto Rigobon, Associate Professor of Economics, studies international economics, monetary economics, and development economics. In international economics, he focuses on the causes of balance-of-payments crises, financial crises, and the propagation of them across countries.

Antoinette Schoar, Michael M. Koerner Associate Professor, is an expert in corporate finance, entrepreneurship, and organizational economics. She researches venture capital, entrepreneurial finance, corporate diversification, and governance and capital budgeting decisions in firms.

Peter Senge, Senior Lecturer and Chairman of the Society for Organizational Learning, studies how firms and other organizations can develop learning capabilities in a world of increasing complexity and rapid change. A founding member of the Society for Organizational Learning, Senge has written the widely acclaimed book, The Fifth Discipline: The Art and Practice of The Learning Organization (1990).

Duncan Simester, Professor of Management Science, is head of the Marketing Group and an expert on how economic theory, statistics, and operations research can contribute to the understanding and practice of marketing.

John Van Maanen, Erwin H. Schell Professor of Organization Studies, researches occupations characterized by dispute, frustration, anger, and ambiguity. His recent studies examine the social history of ethnographic understanding of work organizations and the various ways particular occupation identities take shape and change work settings.