Results for Culture:
Morris A. Adelman Professor of Management
Department: Professor of Organization Studies and Engineering Systems
Contact: (617) 253-2617, email@example.com
Expertise: Aerospace; Air safety; Change management; Chemical; Engineering management; Experimental design; Healthcare; Healthcare operations management; Information technology, social aspects; Leadership; Managing change; Nuclear power; Organization studies; Organizational behavior; Organizational change; Organizational learning; Organizational psychology; Teams
William F. Pounds Professor in Management
Department: Professor of Organization Studies
Contact: (617) 253-7256, firstname.lastname@example.org
Expertise: Change management; Changing work environments; Gender issues, workplace; Hiring; Human resource management; Labor market policy; Managing change; Managing diversity; Networking, personal, business, organizational; Organizational change; Organizational culture; Organizational studies; Recruitment; Social networks; Sociology, occupational
Department: Senior Lecturer, Managerial Communication
Contact: (617) 253-8624, email@example.com
Expertise: Asia; B-school; Business education; Business ethics; Change management; China; Communication practices; Conflict management; Corporate social responsibility; Cross-cultural awareness; Cultural differences; Diversity; E-mail; Electronic communication; Ethics; Gender issues, workplace; Globalization; Hiring; International communication; International management; Korea; Leadership; Managerial communication; Managing change; Managing diversity; Motivation; Negotiation and conflict resolution; Organizational communication; Organizational culture; Taiwan; Teams; United Kingdom; Writing and presentation skills
Department: Senior Lecturer, Organizational Change
Contact: (617) 253-8587, firstname.lastname@example.org
Expertise: Change management; Changing work environments; Employee motivation; Engineering management; Human resource management; Leadership; Management of engineers and scientists; Managing change; Operations management; Organizational change; Organizational culture; Organizational design and performance; Teams; Virtual teams and organizations; Working virtually
Alvin J. Siteman (1948) Professor of Entrepreneurship
Department: Associate Dean for Innovation & Co-Director MIT Innovation Initiative
Contact: (617) 253-3681, email@example.com
Expertise: $100K Entrepreneurship competition; Biopharmaceutical; Biotechnology; China; Clinical trials; Drug models; Emerging businesses; Energy; Entrepreneurial management; Entrepreneurship / New ventures; Gender issues; Genetics; Healthcare operations management; Human resource management; India; Innovation; Institutional partnerships; Intellectual property; Intellectual property law; Knowledge management; Law; Lead users; Management of engineers and scientists; Management of technology; Medical decision making; New ventures; Patents; Pharmaceutical; Research and development; Social networks; Startups; Technological innovation
Department: Senior Lecturer, Leadership
Contact: (617) 253-5703, firstname.lastname@example.org
Expertise: Action based learning; Business education; Change management; Cross-cultural awareness; Cultural differences; Design of leadership development; Education; Employee motivation; Europe; High technology companies; International management; Ireland; Leadership; Management effectiveness, measuring; Management of engineers and scientists; Managerial communication; Managerial vision; Managing change; Motivation; Optimization; Organizational change; Organizational culture; Organizational learning; Silicon Valley; Socially responsible business; Sustainability
Department: Senior Lecturer, Managerial Communications
Contact: (617) 258-7253, email@example.com
Expertise: Business ethics; Communication; Communication practices; Conflict management; International communication; Leadership; Managerial communication; Managing change; Motivation; Negotiation and conflict resolution; Organizational communication; Organizational culture; Teams; Values in the professions; Women in business; Writing and presentation skills
Society of Sloan Fellows Professor of Management Emeritus
Department: Professor Emeritus
Contact: (617) 864-7540, firstname.lastname@example.org
Expertise: Career development; Change management; Downsizing; Employee motivation; Industrial economics; Leadership; Management of engineers and scientists; Managing change; Networking; Organizational behavior; Organizational change; Organizational culture; Organizational learning; Organizational psychology; Organizational studies; Teams
Erwin H. Schell Professor of Management
Department: Professor of Organization Studies
Contact: (617) 253-3610, email@example.com
Expertise: Career development; Change management; Changing work environments; Changing workforce; Cross-cultural awareness; Cultural differences; Disney theme parks; Dispute resolution; Employee motivation; Fishing industry; Leadership; Managing change; Networking, personal, business, organizational; Organization culture; Organization studies; Organizational behavior; Organizational change; Organizational design and performance; Service industry; Sociology, occupational; Team; Training; Values in the professions
Department: Senior Lecturer, MIT Leadership Center
Contact: (503) 227-8820, firstname.lastname@example.org
Expertise: Breakthrough management; Change management; Climate change; Consumer behavior; Consumer products, marketing; Culture; Emissions trading; Environment; Executive education; Experimental design; Future of work; Global warming; Green industries; Leadership; Leadership consulting; Managing change; Non-profits; Product development and design; Socially responsible business; Sustainability; Sustainability; United States
Terri Kelly provides insights into the W.L. Gore Company, and explains its unique culture that encourages experimentation, risk taking and taking the long view.
Ploy Jensen had been to India before. But her visit to the Taj Mahal and other tourist stops were hardly a precursor to the deep dive into India's emerging technology market and diverse culture that she experienced as part of her Global Entrepreneurship Lab class. Working with a venture capital firm, she and her G-Lab teammates spent time at MIT Sloan last fall analyzing investment considerations for the firm's new Indian startup fund. Their efforts culminated in a trip to India in January that shed new light on their analysis, imbued her with respect for the intelligence and determination of the Indian people, and left her with vivid memories. Jensen, a 2007 MBA student, recounts her G-Lab experience and how it fits into her MIT Sloan education.
While in the process of applying to business school, he and a partner got a business up and running. Figuring that it was the perfect time to deepen his marketing and strategy skills, Matt Weiss left the business in the care of his partner and fully immersed himself in the entrepreneurial culture of MIT Sloan. While earning his MBA, Matt also kept time as the drummer for the student band, The Rolling Sloanes. And he timed his wedding to occur one week after graduation, giving the newlyweds plenty of time for a summer honeymoon in Australia. Prior to his graduation and his nuptials, Matt talked with correspondents Scott Rolph and Michelle Choate about bridging the gap between marketing and technology, his fondness for the marketing club, and the special camaraderie that exists between Sloanies.
Katie Barrett and her fellow MBA 2010 teammates spent four months working with Bangalore-based Adea, an IT solutions company, toward possible expansion into the Boston market. Two weeks on the ground in Bangalore gave the team insight into the impact a country and a culture can have on a business, and gave them the information they needed to come down in favor of expansion.
In Jakarta, Indonesia, street carts are a major source of food for children. In their efforts to combat childhood malnutrition, the Mercy Corps organization is trying to insure that such street carts offer healthy options for their young customers. With a well-run pilot program in place, Mercy Corps brought an MIT Sloan G-Lab team to the table to learn how to maximize their efforts and expand their business. The team spent several weeks in Jakarta, gaining valuable insights about the culture of the city and the conditions of the neighborhoods in which the food carts were operating. In the end, the team was able to provide Mercy Corp with the tools necessary to grow their business and advance their mission.
What distinguishes the winners from the losers among companies converting data and analytics into a positive force in their strategies and operations? And what practices are keeping the winners ahead? The Analytics Mandate, a new research report from MIT Sloan Management Review and SAS Institute, takes several steps toward answering these questions. Our most significant finding? Our study shows that an advanced analytics culture outweighs other analytics-related factors -including data management technologies and skills-among companies that strongly agree they are gaining a competitive advantage from analytics. Essentially, a strong analytics culture is the lynchpin in moving from competitive parity to competitive advantage. The need for change within a corporation’s culture, and the best way to achieve it, are both nicely illustrated in a case study included in our report. WellPoint, the largest for-profit managed care organization within the Blue Cross Blue Shield umbrella, knew that sharing insurance data with physicians … Read More »The post New MIT Sloan Management Review study: An advanced analytics culture outweighs all other factors — David Kiron appeared first on MIT Sloan Experts.