Results for Team:
Sarofim Family Career Development Professor
Department: Associate Professor of Applied Economics
Contact: (617) 253-7190, email@example.com
Expertise: Advertising; Applied economics; Auctions; Competition; Economics; Electronic media; Europe; European Union; Game theory; Google; Industrial economics; Industrial organization; Insurance; Internet; Italy; Media; Microeconomics; Online shopping; Optimal control; Political economy; Price fixing; Pricing; Social networks; Teams; Turkey
Morris A. Adelman Professor of Management
Department: Professor of Organization Studies and Engineering Systems
Contact: (617) 253-2617, firstname.lastname@example.org
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
Department: Senior Lecturer
Contact: , email@example.com
Expertise: Entrepreneurship; Focusing on Disciplined Entrepreneurship, startup fundamentals, leadership and team development, lean startup, customer development, user and buyer persona development, primary market research, and hardware / software product development
Department: Senior Lecturer, Managerial Communication
Contact: (617) 253-8624, firstname.lastname@example.org
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
Kirin Professor of Marketing
Department: Professor of Marketing
Contact: (617) 253-2929, email@example.com
Expertise: Bayesian statistics; Branding; Consumer behavior; Consumer marketing; Consumer measurement; Consumer products, marketing; Customer satisfaction; Innovation; Market research; Marketing; Positioning; Probability, applied; Product development and design; Product loyalty; Sampling; Statistics; Trust-based marketing; Virtual customer; Web-based marketing
Department: Research Affiliate
Department: Lecturer, Martin Trust Center for MIT Entrepreneurship
Contact: (617) 253-8653, firstname.lastname@example.org
Expertise: $100K Entrepreneurship competition; Angel investing; Business plans; Elevator pitch; Emerging businesses; Entrepreneurial management; Entrepreneurship / New ventures; Innovation; New ventures; Startups; Technological innovation
Department: Senior Lecturer, Managerial Communication
Contact: (617) 452-3594, email@example.com
Expertise: Business education; Business school; Communication; Communication practices; Conflict management; Distance learning; Diversity; Education; Executive education; International communication; Leadership; Managerial communication; Managerial vision; Managing diversity; MBA; Negotiation and conflict resolution; Organizational communication; Teams; 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
Gordon Y Billard Professor of Management
Department: Professor of Accounting
Contact: (617) 253-0994, email@example.com
Expertise: Capital Markets; Corporate Governance; Disclosure; Domestic; Executive compensation; Executive Compensation; Financial Reporting; India; International; Investment Analysis
Alvin J. Siteman (1948) Professor of Entrepreneurship
Department: Associate Dean for Innovation & Co-Director MIT Innovation Initiative
Contact: (617) 253-3681, firstname.lastname@example.org
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, 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
Sloan Distinguished Professor of Management
Department: Professor of Managerial Communication and Work and Organization Studies
Contact: (617) 253-7157, email@example.com
Expertise: BlackBerry; Blogs; Changing work environments; Communication practices; Diversity; E-mail; Electronic communication; Future of work; Gender issues, workplace; Groupware; Information systems; Information technology; Information technology, history of; Information technology, impact of; Information technology, social aspects; Innovation; Insurance; Knowledge management; Knowledge sharing; Leadership; Legacy information; Management of information technology; Managerial communication; Managing change; MBA; Mobile computing; Organization studies; Organizational change; Organizational communication; Teams; Wireless communication; Work environments; Working virtually; Writing and presentation skills
Nanyang Technological University Professor
Department: Professor of Technological Innovation, Entrepreneurship, and Strategic Management
Contact: (617) 253-1918, firstname.lastname@example.org
Expertise: Diversity; Entertainment, business of; Market, categorical structures in; Organizational learning; Social networks; Teams
MIT is working to solve many of the vexing challenges facing humanity. Amid increasing scientific evidence of global warming, MIT thought-leaders are focused squarely on climate change. On this challenge the Institute has work to do at home, according to a team of students working through MIT Sloan's Sustainability Lab. Team member Nick Hofmeister told correspondent Scott Rolph that even though MIT has an array of carbon-reduction opportunities, the famously decentralized Institute faces organizational hurdles. It's an illustration, says Hofmeister, that moving toward more a more sustainable enterprise is about more than identifying opportunities and calculating return on investment.
How do you balance social and financial sustainability? That rather sticky question was just one of many facing the S-Lab team working in Guatemala for the Grameen Project. Grameen, a microfinance organization funded by the Whole Planet Foundation, provides short-term loans to poor women in an effort to empower them to finance their own businesses. The businesses may be small -- based mostly in handcrafts and agriculture -- but the results for the women involved can make a big impact. S-Lab team members Faaiza Rashid and Juan Martin spoke with correspondents Scott Rolph and Michelle Choate about being on at the ground level in Guatemala and helping Grameen figure out ways to match their financial goals with formidable social challenges.
This chapter in MIT Sloan's G-Lab podcast series focuses on a team of Sloan Fellows working in Kuala Lumpur, Malaysia for a local technology company. The company, whose flagship product was a type of smart card, was seeking a short-term action plan as well as an assessment of smart card trends and technology recommendations. The team, consisting of four Fellows with a variety of cultural and industry backgrounds, was able to leverage the benefits of diversity for the success of the project. Team member Camilo Syllos, SF '09, talks about the importance of managing expectations--on the part of the client and the team--and his belief that a successful G-Lab result requires creativity, dedication, and an openness to other cultures and ideas.
Merida Meridian sells all-natural rugs. That's a noble distinction amid a market dominated by petroleum-based rugs. But company owner Hiram Samel, an MIT Sloan Fellows alum, has his sights set higher. He is eyeing the possibility of selling rugs that are "fully sustainable," a distinction that would incorporate an array of values associated with the production and distribution of the rugs. With that in mind, Samel asked a team of students in MT Sloan's Sustainability Lab to determine if a market exists for a sustainable rug. While the team found such a product is not yet viable, team member Basmaa Ali tells correspondent Scott Rolph that Merida and other companies would be well served by preparing for an era when "sustainable" is as valuable on the market as "ergonomic" and "organic."
Sparks fly when entrepreneurial minds collide at MIT, and the repercussions can be felt across the globe. So it is with Spark, an idea incubator run by a number of MIT Sloan alumni and students. The Massachusetts-based organization is working to provide financial support to private schools in India, in the face of the Indian government's unwillingness to invest in its woeful public education system. As part of MIT Sloan's Sustainability Lab this spring, a team of current MIT students developed a model to help Spark determine which private schools to invest in. Correspondent Scott Rolph spoke with team member Ali Wyne on the model the team developed and the growing sense of social responsibility among MIT Sloan students.
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.
The latest installment in MIT Sloan's G-Lab podcast series illustrates the critical importance of team being on the scene and in the thick of things before it can add maximum value to a project. Prior to leaving for Tanzania, the five-person student team was presented with what seemed on the surface a health care initiative for those afflicted with AIDS. Once one the ground in Africa, however, they were confronted with some sobering realities and a diverse slew of issues. Through meeting with AIDS patients and their caregivers and working with the MAdeA organization to properly assess its goals, the team realized that what was truly needed was economic empowerment for the patients and a new strategic direction for MAdeA. Ted Chan, MBA '09, and Krishna Venugopalan, SF' 09, discuss the importance of not jumping to conclusions, understanding the cultural motivation for decisions, and orders of magnitude.
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.
Bangkok-based Nam Mee Books has made a name for itself as Thailand’s leading publisher of comics and children’s books, including Harry Potter, but it now faces the challenge of expanding into a broader market. The company’s openness to new ideas and willingness to follow whatever path the G-Lab team they worked with recommended meant more pressure on the team, but also a greater sense of ownership over the company’s future for the team members. Lia Cavalcante and Jeremy Bratt talk about the kind of research was required for such an undertaking and the willingness of their hosts to listen.
Witnessing multiple childbirths is not typically part of the business school curriculum. It was, however, an unexpectedly wonderful bonus for the G-Lab students working with South Africa’s Warmbath Hospital maternity ward. On site to collect information for the creation of an improved staffing model, the G-Lab team were also privileged to witness the efforts of the dedicated, if under-resourced staff, including the singing of a morning prayer for new mothers and their infants. Team members Kelsey McCarty and Jean-Nicolas Gagnon and talk about the nurses’ emotional approach to care as well as learning that the answers the team sought could be found only by learning to ask the right questions.
MIT Sloan's inaugural India Lab saw teams of students addressing specific challenges across a variety of industries across India. Here Ted Chan, MBA '09, talks about working with prominent industrialist and MIT alumnus Vinay Rai, MIT class of 1970, whose goal is to combat perceived voids in India's educational system by setting up a series of rural business schools. While on the ground in India, Ted and the team benefited from their firsthand knowledge of an underdeveloped infrastructure and local cultural norms. In the end, the team produced educational and business models for the would-be b-schools, schools which they hope will produce employable workers for India's current economy.
It's been predicted that within 16 years, Indonesia's capital city of Jakarta could sink up to 15 feet, leading to catastrophic flooding of the area. This devastating possibility is a direct result of the lack of clean drinking water available from the city's many rivers, which has caused area residents to pump excessive amounts of ground water, leading to massive drops in the land levels. In an effort to mitigate damage and prevent disaster, work is being done to clean up Jakarta's water supply and restore the habitat. A Sustainability Lab team from MIT Sloan was among those who traveled to Jakarta to provide insights on watershed management and insuring clean water. Team member Ian Lavery, MBA '10, talks about the challenge of merging environmental management and economic priorities, and the value of system dynamics.
The first in a series of podcast exploring MIT Sloan's renowned Global Entrepreneurship Lab (G-Lab) focuses on a marketing challenge in Mumbai, India. A Mumbai-based entrepreneur hopes to capitalize on his belief that tourism in India will be growing--particularly among business travelers--by expanding his hotel business into other cities across the country. It's the job of the MIT Sloan G-Lab team to sift through his ever-shifting ideas and goals and steer him and his business in the right direction. Team members Gerardo Guzman and Karen Bruck (both MBA class of 2009) talk about zeroing in on the project's scope to build their client a solid business plan and the welcome assistance of MIT alumni contacts in India.
For Irina Kogan, Emmy Linder, and Anne Reilly, all MBA ’10, flexibility was key when selecting a G-Lab project to work on, and Uganda’s Kampala Family Clinic provided plenty of it. The tradeoff, however, was some extra work to better define both the scope and the deliverables for the project. The for-profit clinic wanted to expand, but was unsure which way to go. One very important lesson that the team imparted to its client: It is important to understand why the organization has been successful in the past before deciding which direction to grow for the future. Listen to the podcast.
In Colombia, says Ramy Hakim, MBA ‘10, “everyone tries to be your friend. Everyone is very genuine.” This value on interpersonal relationships was a major takeaway for Hakim and his teammates when they spent time this spring working with Intergrupo, a software company based in Medellin, Colombia. The team was charged with creating a human resource strategy, but the camaraderie they found within the company may be the real success story. Says Hakim, “The friendships you develop in the business place really propel the work you do.” Listen to the podcast.
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.
Assured Labor is the latest start-up to rise out of the notorious entrepreneurial ecosystem of MIT Sloan. The company -- which matches dependable workers with honest employers via mobile phone text messaging -- first came to life when three of its founders met in the School's Developmental Entrepreneurship class. Now, after graduation, the team is pushing full steam ahead to assure the future of Assured Labor. Co-founders Matt Albrecht, Joseph Bamber, and David Reich, talk about what it takes to turn a good idea into a successful business.
Kristen Oldenburger is interested in the business of flying, particularly in how to keep an airline aloft in a rather competitive climate. Up to this point, however, she's done most of her work at ground level, for the FAA, the National Transportation Safety Bureau, and a few startup airlines. Recent treks to Australia and the United Arab Emirates have given a global slant to her travel industry knowledge, as well as the opportunity to visit the Great Barrier Reef, and she's looking to her summer internship with Morgan Stanley to provide a better understanding of the management side of transportation. In the rare moments her thoughts aren't on the sky, Kristin can be found on the ice, competing as part of an award-winning synchronized skating team. Correspondents Scott Rolph and Michelle Choate sat down with Kristin to discuss her ideas on the future of the aviation industry, witnessing New Year's Eve fireworks over the Sydney Harbor, and her plans for learning to fly.
The 2014 World Cup has captured the attention of billions of viewers around the globe. For a short period of time, the world will be collectively watching the same events on a massive scale. MIT Sloan’s Evan Apfelbaum suggests that it is the shared attention that makes these games so emotionally compelling, especially with the United States Men’s National Team making the amazing run out of the group stage. In a collaborative effort with researchers from all around North American universities, they found that emotional events like the World Cup were found to be more intense when viewed simultaneously with other group members. In this podcast, Evan touches on the idea of shared attention and the social implications it has on the world’s game on the world’s biggest stage.The post The World Cup and shared attention — Evan Apfelbaum appeared first on MIT Sloan Experts.
From The Huffington Post A few years ago, we here at MIT Sloan School of Management looked in to launching an MBA track to complement the existing tracks in Finance and Entrepreneurship. We contacted alumni and business professionals to determine what types of skills companies most desired in our MBA graduates. We wanted to find out what the companies’ needs were and where they saw gaps. What we found is perhaps the paradox of today’s global business world: even as markets have become increasingly interconnected and technology enables employees spread all over the globe to easily share knowledge and resources, it’s still hard for large organizations to achieve true interconnectedness that get things done. The reason is simple. Employees have a natural tendency to be self-contained within their particular business units. Marketing folks mostly talk to other marketing folks; operations people consult other operations people; and the finance team pretty … Read More »The post ‘Cultivating a holistic, integrative approach’: MIT Sloan School reflects on new Enterprise Management Track — Sharmila Chatterjee appeared first on MIT Sloan Experts.