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The MIT Sloan Fellows Effect—it's the power that a fellow brings to an enterprise after one year in the MIT Sloan Fellows Program. It's what helped propel Amy Gowder, SF '10, from supply chain consultant at Lockheed Martin into the executive suite as one of its youngest directors and now VP & General Manager of Lockheed Martin Commercial Engine Solutions. It's part of what has made Thad Allen, SF '89, former commandant of the U.S. Coast Guard, the clear choice of two presidents to solve crises like Hurricane Katrina and the Gulf oil spill. And among the reasons Alan Mulally, SF '82, was tapped to reinvent Ford Motor Company—and named "2011 CEO of the Year" by Chief Executive magazine.
It starts with the core concept of immersion. MIT Sloan Fellows spend one year dedicated to the goals and challenges of their organizations. With day-to-day tasks off their radar, they spend long hours working closely with peers—from 30+ countries and as many industries—to develop a set of competitive strategies and pragmatic solutions. At the same time, they build the necessary skills for executing those strategies, skills grounded in the three pillars of the program's rigorous executive development curriculum: innovation, leadership, and global perspective. After twelve months immersed in analysis of their organizations, fellows return to their responsibilities with a renewed passion and commitment—and a deeper bond with their companies. In fact, 89% of all sponsored fellows from the last five classes returned to their organizations after graduation.
Of course, the best way to experience the MIT Sloan Fellows Effect is firsthand. We encourage you to consider the program as a key component of your executive development program. Many organizations around the world have done so—for generations. One caveat: the MIT Sloan Fellows Program is not right for everyone. The experience is designed exclusively for those mid-career leaders who exhibit exceptional promise and the motivation to effect change. Your organization may not have a suitable candidate every year, but please reach out to us as you develop your succession plan. We can talk through your goals and expectations and work with you to determine which of your most promising executives might be good candidates for the program.
Stephen Sacca, SF ‘90
MIT Sloan Fellows Programssacca@mit.edu
The MIT Sloan Fellows Program didn't just change the way I think about business. It changed the way I think. If ever there were a brain trust for engineering and innovation, it's MIT. As a fellow, I had access to that incredible depth of technical expertise and cutting-edge research. And the reward of focusing without distraction on ideas, learning, discovery, and growth was incalculable.David P. Hess, SF ’90Senior Vice PresidentAerospace Business Development, United Technologies Corp.
The MIT Sloan Fellows Program didn't just change the way I think about business. It changed the way I think. If ever there were a brain trust for engineering and innovation, it's MIT. As a fellow, I had access to that incredible depth of technical expertise and cutting-edge research. And the reward of focusing without distraction on ideas, learning, discovery, and growth was incalculable.
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