Want an authentic look at the MIT Sloan Fellows experience? The alumni network is a key motivator for many when considering becoming a Sloan Fellow. Here, you will meet the program’s most eloquent ambassadors—the fellows themselves. They represent every corner of the globe and a broad swath of industries, but each Sloan Fellow holds in common one essential characteristic: a dedication to changing for the better the way we live and work. Find out why these fellows made the decision to apply, their firsthand experiences in the program, and its impact on their careers and their lives.
His Excellency Abdullatif Al-Othman, SF ’98, is governor and chairman of the Saudi Arabian General Investment Authority (SAGIA), which oversees the country’s domestic and foreign investment affairs. Al-Othman assumed the post after thirty years at Saudi Aramco, where he served as Chief Financial Officer.
"Dedicating 12 months to this program is one of the most strategic investments you can make in your career. It's a year that pays off in ways you could never imagine. I have a better head for finance, negotiation, global business practice. I have greater emotional intelligence and cultural awareness. I am a more effective leader and a better person. And I have trusted business advisors—my fellow alumni—on the ground all over the world. Yes, you will improve during those same 12 months on the job, but you will never approach the level of growth you experience as a Sloan Fellow."
"At MIT and the neighborhood that surrounds it, the thinking is miles ahead—and the learning experience is enduring. You are so engaged that you deeply absorb what you are studying and it becomes second nature to you. Every now and then I recognize that I am using something I learned back in the program and I say, 'Ah, there it is again. The Sloan Fellows Factor.' I feel that what I learned in the program grows in value as I integrate it with what I learn in the course of my career."
"The MIT Sloan Fellows Program was a pivotal year in our life as a family, a year of growing and bonding on so many levels for all of us. My wife and children made friends from around the world and participated in the many events the program and fellows hosted. We came to look upon the members of the Sloan Fellows family as our brothers and sisters."
"Dedicating 12 months to this program is one of the most strategic investments you can make in your career. It's a year that pays off in ways you could never imagine. I have a better head for finance, negotiation, global business practice. I have greater emotional intelligence and cultural awareness. I am a more effective leader and a better person. And I have trusted business advisors-my fellow alumni-on the ground all over the world. Yes, you will improve during those same 12 months on the job, but you will never approach the level of growth you experience as a Sloan Fellow."
"At MIT and the neighborhood that surrounds it, the thinking is miles ahead-and the learning experience is enduring. You are so engaged that you deeply absorb what you are studying and it becomes second nature to you. Every now and then I recognize that I am using something I learned back in the program and I say, 'Ah, there it is again. The Sloan Fellows Factor.' I feel that what I learned in the program grows in value as I integrate it with what I learn in the course of my career."
“I strategized with the world’s top aeronautics scientists,
explored pivotal technological innovations at the MIT Media Lab, learned
from leading security experts in political science–even tapped the
latest thinking on defense policy at Harvard’s JFK School of Government.
If it was essential to me as a leader, I could reach across the MIT
universe and get it.”
“Immersion in the MIT Sloan Fellows environment is not just
about rigorous academics. It’s about the accelerated learning you
experience by being at MIT full time: the dozens of thought leaders who
visit campus each week, the spontaneous brainstorming sessions over
coffee, and the exploration and reflection you never have room for in
your normal routine.”
“Working so intensely with classmates from around the world day
in and day out meant that, by year’s end, their experiences became my
experiences. Today, as I leave the program, my perspective encompasses a
wide swath of countries, cultures, and industries. I could not have
developed that expanded view any other way.”
“A management program at MIT Sloan was a strategic choice for
me. An MBA from MIT underlined my technical credentials while giving me
skills that are complementary—rather than redundant—to the strengths of
the other executives sitting around a boardroom table. I find I bring a
richer base of knowledge and a broader perspective to problem-solving
“I have been working with local civic and medical leaders in
Guatemala, El Salvador, and Qatar on developing sustainable healthcare
models. Key to success is building strong multicultural relationships, a
skill I developed in one of the most collaborative cultures on
earth—MIT. I learned that if you don’t have robust relationships in
place, change isn’t sustainable. After spending a year at MIT, the
ability to build teams—and consensus—is second nature to me.”
“Family is so important to us that my husband and I once took a
year off and lived at sea with our two children on a 32-ft sloop. So
when I was considering a year at MIT, the kids figured heavily into the
decision. They were middle school age then and found Cambridge, MIT, and
the children of my program peers fascinating and inspiring. My daughter
very much responded to the rich intellectual and multicultural
environment and is now at the Royal College of Surgeons in Dublin. Her
plan is to get involved with Doctors without Borders. My son, after a
summer robotics program at MIT, is making his career in electronic game
design. That year very much shaped who we all are today.”
“Every day I find myself tapping into skills I learned during
that intense year at MIT. How to communicate and build strong
partnerships, for example. How to guide the evolution of organizations.
How to drive change. These capabilities are now in my DNA and have been
crucial to realizing my vision—and in helping me help others to realize
“I was self-sponsored, so going to business school was a major
investment. I decided on MIT because a business school set within an
engineering school could give me a much more informed perspective on new
technologies. I knew that having the skills to understand technology
trends would be of enormous value going forward—and it has been.”
“One year immersed in an idea-generating environment with some
of the best minds in the world is an extraordinary opportunity. The
faculty, of course, taught me so much, but I learned just as much from
my peers in the program. Working closely with these inspiring, highly
accomplished people day in and day out, I picked up valuable knowledge
across an astonishingly wide spectrum of the global marketplace.”
Bruce S. Gordon is that rare hybrid, a social visionary and an astute businessman. After 35 years rising through the ranks of Bell of Pennsylvania, Bell Atlantic, and Verizon, he retired at 56. In his final position, he led the company’s largest division, retail markets, which served 33 million residential and small business customers. He also directed corporate advertising and brand management and brought in $25 billion in annual revenue. After his retirement, Gordon took the helm as president and CEO of the National Association for the Advancement of Colored People (NAACP) until stepping down in the spring of 2007.
Often lauded for outstanding leadership, Gordon was included in Fortune magazine’s 2002 roster of “The 50 Most Powerful Black Executives.” Black Enterprise magazine named him “Executive of the Year” in 1998. “I'm definitely a believer,” he says, “that leadership technique has an immeasurable impact on a business.”
Gordon believes his experience in the MIT Sloan Fellows Program was critical to making him the leader he is today. “Executives from 17 countries were represented, very accomplished business people from a wide spectrum of business, industry, government, and military organizations,” he says. “Even if working with that diverse group of people was the sum total of the Sloan Fellows experience, I would have walked away a winner, but there was so much more – the faculty, the curriculum, the learning experience, the trip to the Far East. The experience was remarkable.”
A native of Cameroon, Célestin Monga served as Lead Economist for the World Bank in Europe and Central Asia before taking on his present role as Senior Advisor to the Chief Economist of the World Bank.
"The great differentiator of the MIT Sloan Fellows Program is the excellence of the cohort. Your peers in this program are exceptionally talented and accomplished and represent an extraordinary diversity of cultures and industries. I learned something different and something valuable from every one of them. One of my professors said on the first day of classes, 'Look around this room at your classmates. They will be the connections that shape your future.' I will never forget that statement because, again and again, it has proven to be true."
"The tone of the MIT Sloan Fellows Program is very different from other top tier schools and programs I've experienced. At MIT Sloan you are part of a small, dedicated family. I found that everyone was concerned with helping me. The camaraderie and lack of hierarchy were not what I was used to in academia, and I deeply appreciated the difference."
"MIT encourages you to push out your thinking. You never feel guilty for proposing a stupid idea. In fact, you learn that there is no such thing as a stupid idea. Innovation is an iterative process. We need the 99 ideas that precede the best idea, so every one of those lesser ideas is important in its way. I also discovered that you can be a genius and not have the ability to solve a problem. What you need are the essential tools, network, and environment to develop and drive new ideas into the world, and MIT gives you all that. In this program, you learn to think."
“By my mid-thirties, I had launched successful businesses, but I was complacent. I wasn’t growing. I was no longer challenging myself. I was guilty of automatic thinking. But you can’t be different if you don’t think differently. In the MIT Sloan Fellows Program, I shed my cocoon. I learned to think differently about my life and my ambitions and reach heights I could never have achieved under the old thinking. The program opened up my life and my future.”
“The power of the program for me was the power of the MIT knowledge community. MIT Sloan—where I learned profound lessons about leadership; the MIT Media Lab, where I discovered how to navigate the 21st-century media landscape; and the Martin Trust Center for Entrepreneurship, where I strategized with some of the best new-enterprise experts in the world about starting a company. The mentorship I received during that year as a fellow made it possible for me to reinvent myself as a leader.”
“When I returned to the business community after my year in the program, I was struck by the contrast. People were talking about the same issues they’d been talking about years earlier. I realized that they did not have access to the fresh thinking and the rich perspectives that I had had at MIT—and continue to have through the MIT network.”
“I wanted the high-level access to MIT faculty that comes with being a Sloan Fellow–to be able to talk over problems with Nobel Laureates in physics and economics, with innovators and ground-shakers. I have seen the remarkable power of MIT Sloan thinkers, and I wanted to learn from them and grow to be one myself.”
“My company is eager to reach out into the world and become a great enterprise. I see this year of immersion as the nourishment of that aim. When I was deciding whether to apply, I mapped all our goals and gaps to the opportunities offered in the program and achieved a one-to-one match. I couldn’t afford not to come.”
“The Sloan Fellows are so legendary, I wondered if there was an element of myth. But during orientation, I realized the elite caliber of the fellows is real…the depth of accomplishment, the breadth of diversity, the global network, the bonding and collaboration–all greater than I could have imagined.”
“The MIT Sloan Fellows Program offered what I was looking for—an immersive experience. But what really set it apart was immersion for a year with a cohort of unparalleled diversity, experience, and talent. Because of that cohort, every moment of the program is a learning experience—in and out of the classroom.”
“Nothing—not the program staff or the alumni I talked with—could have prepared me for the level of exposure I had to some of the best minds of our time. MIT faculty, many of them industry greats, were approachable and eager to talk shop. And everybody who is anybody visits campus at some point—and you really don’t want to miss meeting a single one. You’re also tempted to head up the street to hear speakers at Harvard or Boston University. From the moment you enter the program, you are surrounded by big ideas—and ideamakers. I don’t think there’s a community like it in the world.”
“There’s an unusually deep level of commitment among the fellows in this program. In part, it’s because they are giving a whole year to the experience. But it’s also because the fellows’ families are so much a part of the program. It’s a rare experience today that an entire family participates in a shared experience for a whole year—especially one that is so mind expanding. Everyone is enriched as individuals, and the family is enriched as a unit.”
“MIT is an intellectually invigorating, high-energy environment. You are surrounded by people who are pushing themselves to realize their dreams. Accomplishment is not about status at MIT. It’s about making something important happen—something that makes a difference in the world. I found that spirit infectious. In fact, it influenced the course of my career.”
“During my time at MIT, I came to realize that I had a very ‘Singaporean perspective,’ and that if I were to discuss an issue with colleagues back in Singapore, they would share that perspective. My program peers from Brazil, Japan, and other cultures, however, would share very different ideas on the same issue. It was incredibly illuminating. Now, if I want an alternate perspective, I have a global network I can turn to for advice.”
“MIT looks at technology holistically. The value of integrating management strategy, marketing, technical issues, and other factors is an approach that has proven successful again and again worldwide. And it’s a perspective that has been extremely valuable to me as I help bring innovations to market in my work at the NRF.”
Francis Yeoh is an innovator’s innovator. An engineer with a PhD in telecommunications, Yeoh has been immersed in high tech entrepreneurship for most of his career. He was CEO of an internet services company, headed an R&D organization that spun out a bevy of start-up ventures, even set up Singapore’s first Internet service provider. Now, as CEO of Singapore’s National Research Foundation (NRF), Yeoh is driving research, innovation, and enterprise using a holistic, highly collaborative model inspired by his time at MIT.
As head of the NRF, he connects inventors with investors and subject experts to develop multipronged commercialization strategies that increase the odds of entrepreneurial success. And through the pioneering initiative CREATE—Campus for Research Excellence and Technological Enterprise—he is bringing together many of the world’s top research institutions (including MIT) under one roof to pool knowledge and solve some of the most intractable problems of our age.
When Forbes magazine named James C. Foster “Entrepreneur of the Year” in 2002, the Chairman and CEO of Charles River Laboratories had transformed his 56-year-old family business into one of the world’s leading biotech companies. And he did it by taking back control of the company from a multinational corporation.
Although he had a law degree, Foster knew if he was going to grow Charles River Laboratories into a biotechnology giant, he needed a strong management foundation. Not wanting a traditional MBA degree, Foster never even considered other schools or programs. He knew what the MIT Sloan Fellows Program had to offer and headed straight for it.
Foster says that the program prepared him for the gauntlet of professional challenges that culminated in his 2002 award. “The MIT Sloan Fellows Program is not just an education, it’s a life-altering experience,” he says. The powerful relationships forged with faculty and fellow students, the CEO seminars, and the trips to New York City, Washington, and beyond made the program an experience that he says was perfect for him at that juncture in his career. Charles River Laboratories now employs 8,000 people at 70 facilities in 18 countries.
MIT Sloan taught Foster that to be successful in running a business, you have to take balanced risks and create an environment in which people are given incentives to be risk-takers. “You want to be constantly soliciting people’s input,” he explains, “to say, ‘What do you think?’ and ‘Why don't you go out and try that?’ And if it doesn't work, you have to be able to say, ‘Thanks for trying.’ ”
“There are many good people in the automotive industry. What sets me apart is my year in the MIT Sloan Fellows Program. Working closely with executives from many other nations and industries, seeing how they solve problems, and learning how business really works in their countries is priceless knowledge you can earn just one way: in a tight-knit cohort with 100+ of the world’s most gifted global leaders.”
“In Germany, we know how to build cars. What we don’t know is how to reinvent them. That’s why I went to MIT. I learned how more innovative industries bring in outside ideas, identify new opportunities quickly, and seize them. Just looking at the way the biotech industry is inventing and commercializing innovations was a big eye-opener. When I left the program, I left with a strategy to bring that start-up mentality into the automotive industry so that we could get e-mobility off the ground—and onto the roads.”
“I built leadership momentum during my year at MIT, and it propelled me into a job that requires that I lead teams all over the world, teams with very different cultures. I found that from the very beginning, I gained acceptance from colleagues and staff not because of rank or position but because of the knowledge I was bringing to my job. No matter the culture, knowledge trumps title at the end of the day. And MIT knowledge gives you leadership credibility—all over the world.”
John W. Thompson is CEO of Virtual Instruments and chairman of Microsoft Corporation, where he has served on the board since 2012. During his decade as CEO of Symantec, Thompson helped transform the company into a leader in security, storage, and systems management solutions.
"That year was incredibly rewarding to me, and yet it's difficult to put into words the profound benefits of this program. You live the value every day. Invest those twelve months at MIT in your development as a leader, and you will find it pays tremendous dividends over the life of your career."
"The first thing you learn in the MIT Sloan Fellows Program is that the world is a lot smaller than you think it is. That year was my first real international exposure. In some ways, it was like spending a year on a global fact-finding mission. We did quite a bit of traveling as a group, but we didn't have to leave Cambridge to experience a truly global business education. The program brought the international business community to us. With fellows from all over the world, you get an intimate perspective on the ins and outs of doing business in key regions around the globe."
"The professors at MIT are the best of the best in their industries. I found their insights illuminating and their knowledge bottomless. You know that what you're learning is the very latest thinking in the technology and management arenas."
Keiji Tachikawa was actually disappointed when placed in charge of NTT DoCoMo, the mobile telephone unit of the Japanese telecom giant Nippon Telephone and Telegraph. He’d had his eye on what he considered a more coveted job leading NTT East, the company's local phone service unit.
That disappointment only served to fuel Tachikawa’s vision for DoCoMo. Three years after taking the job, he had grown the unit’s market capitalization to $225 billion – bigger even than that of NTT itself. He also took the company global, carving out stakes in mobile companies in Europe, Asia, and America.
Tachikawa was named CEO and, soon after, “Asian Businessman of the Year” by Fortune magazine “for his role in one of the world’s greatest business successes of 2000.” The honor, the magazine explained, was bestowed on the leader who proved to be “ahead of the pack, in profits and vision. Tachikawa leads on both fronts.”
Tachikawa credits the Sloan Fellows Program with helping him shape an effective methodology for business management and decision-making. “In addition to the basic courses of law, economics, and accounting, and subjects such as strategic policy, finance, and marketing, I became aware of the diversity of ideas,” he says.
If Tachikawa’s entrepreneurial triumph took the global business world by storm, it did not surprise his classmates in the MIT Sloan Fellows class of 1978. Indeed, it was his experience at MIT Sloan that inspired his motto for corporate management, “Think drastically, execute steadily.” A motto he has brought with him to the Japanese space program–JAXA–which he has headed since 2004.
Kofi Annan can remember the day. It was 1971 and he was in the middle of his first term in the MIT Sloan Fellows Program. He was walking along the Charles River, ruminating about his place in the class, wondering how he fit into the audacious group of global leaders who were his classmates.
When the answer came to him, Annan says, it came to him most emphatically: “Follow your own inner compass...know who you are, what you stand for, where you want to go, and why you want to get there.” He recalls that at once, his anxieties began to fade.
Annan believes that as a result of that walk by the river, he took away from MIT “the intellectual confidence to help me locate my bearings in new situations, to view any challenge as an opportunity for renewal and growth, and to be comfortable in seeking the help of colleagues, but not fearing to do things my way.”
MIT and the United Nations, Annan says, have more in common than might be at first obvious. The experimental method, for example. “An international organization,” he says, “is an experiment...an experiment in human cooperation on a planetary scale.” He notes that “international organizations must be closely tuned to their environments, quickly correct their mistakes, build cumulatively on their achievements, and continually generate new modalities as previous ways of doing things become outdated.”
Although that introspective walk along the Charles River is now more than 30 years past, Annan’s experience at MIT still informs his decisions. “As a Sloan Fellow, I learned management skills that I could draw on in refashioning the United Nations for the new century.”
“During our international trip to South Africa and Brazil, I was struck by an incredible sense of momentum. The nations we visited were very different yet equally committed to sustainable fast-track development. The government and company leaders we met gave us tremendous insight into the possibilities for responsible entrepreneurship.”
“I’m preparing to start a multinational company focused on data analytics. The best thinkers in business, entrepreneurship, and IT are all right here. The one-on-one interactions with faculty and global leaders are unlike any other educational experience. And your fellow students are the best of the best. I remember looking across the classroom and thinking: just the dozen of us in this room could change the world.”
“My family considered it ‘our’ Sloan Fellows year. My wife, who is also an entrepreneur, was able to work remotely from Cambridge. My children became fluent in English, played soccer, and took classes through MIT’s fantastic SPLASH program. They loved the idea of studying at MIT, just like Dad.”
Michael L. Johnson capped a 28-year career with Conoco Oil as Chairman and CEO of the gas and power subsidiary, positions he held until his retirement in 2002. Johnson, a prominent geologist, is now director of Wellkeeper Inc., a leading-edge oil well monitoring company.
"During my quarter century at Conoco, I learned that if you want to solve a problem, you ask a Sloan Fellow. When I was preparing to build a four-billion-dollar oil platform, my boss, who had been a Sloan Fellow, reminded me of the Sloan program's objectives and why I had been selected to attend several years earlier. He knew I had the technical know-how, but he also felt confident I now had the full set of management skills and that almost indefinable flexible intelligence you develop as a Sloan Fellow. I can't imagine taking on that project without that year at MIT. And when I rose through the ranks of Conoco, I found myself delegating the toughest assignments to the members of my team who had been through the program. It's not an old-boy network thing—it's a tradition based on results."
"Make no mistake. The MIT Sloan Fellows Program is an authentic MIT education. MIT professors are not dumbing down content for executives, as you often find in programs for mid-career managers. When you graduate, you have experienced the kind of education that sets the MIT degree apart around the world—and all the benefits that that implies."
"By the time you are a high-flying mid-career leader, you think you know a lot more than you really do. It's good to have confidence, but not false confidence. As a Sloan Fellow I realized how much I had to learn, and I learned a lot from the faculty but at least as much from the other fellows in the program who, like me, had a wealth of experience to share. I left the program with more humility, more confidence, and a greater right to that confidence."
“The program is a microcosm of the corporate environment. You work closely with people who hold very different perspectives from your own. You evolve from accepting those differences to counting on them. You learn there’s far more power in collaboration than in competition. And you learn not just how to lead, but when to lead.”
“My year as a Sloan Fellow was the best of my life. I met so many influential leaders and saw how they integrated who they were with the fundamentals of good leadership. When I returned to my job at HP, my dialogue with senior executives was transformed. I was immediately making things happen in my company.”
“I always knew I wanted to do big things with my life. As a Sloan Fellow I gained a deeper understanding of how the world works – economics, finance, ‘the Street’ – but I also learned about poverty, sustainability, and social issues. I gained a clearer, more actionable vision of how to make the world a better place.”
In his work as a key leader at the Brazilian cosmetics giant Natura—continually ranked among the world's most sustainable companies—Pedro Villares is helping to shape an audacious environmental agenda, including efforts to renew the Amazon rainforest.
"I was a typical manager—impatient to move up the corporate ladder, not wanting to take the time out to finish an MBA. But the higher I climbed, the more I realized that I needed that learning. Then my uncle, who is one of my great mentors, said to me, "Do you want to move fast or far?" I took a good look at the entire life of my career and decided to apply to the Sloan Fellows Program. That year at MIT has given me the fuel to go as far as I want to go in this world. And I am more comfortable as a leader because I now have the self confidence that comes with truly being prepared."
"The most important thing you take away as a Sloan Fellow doesn't sound profound, but it will have a profound impact on your career. During that year you develop frameworks that allow you to apply your skills and knowledge with tremendous versatility to whatever you take on in life. After leaving the program, I found I could easily move from leadership in an IT firm to leadership in a cosmetics company because of those frameworks. They have broadened my capacity to tackle challenges. Now I would feel completely comfortable working in any industry."
"In the Sloan Fellows Program, you spend one solid year working closely with leaders from different countries, leaders with different skills, who speak different languages, come from a different cultures, leaders who look at life and work and collaboration very differently. Some of the most brilliant people I worked with at MIT could not speak my native language, nor could I speak theirs, yet I was able to learn unforgettable lessons from them. As a result of that year, I gained a deep international perspective that has given me a level of comfort in talking with anyone from any part of the world in any role, situation, or industry."
“The value of the program was extraordinary. It opened my mind, stretched my thinking, and fueled my creativity in ways I did not think were possible. I emerged with the confidence and ability to make a difference in my company and in the community.”
“I was the very last person in the class to arrive on campus. I came upon a group of fellows deep in discussion. When they realized who I was, they immediately welcomed me and dropped everything to help me get settled and ease my transition. That Sloan Fellows bond is powerful – and lasts far beyond the program.”
“Every day, I feel the impact of my Sloan Fellows experience. I am more innovative, more strategic, more global in my thinking. The value of the program is integral to everything I do and everything I am. Two years have gone by, and I keep waiting for that sensation to abate, but it doesn’t.”
“Before MOT, I started a small company, and it was successful, but I felt I could take my ideas much further. I realized there were gaps in the story I wanted to tell about myself. I needed the pedigree and capabilities to match my vision—and a management program that could help me develop that. It’s true. An entrepreneur who wants to bring revolutionary technologies to market has one clear choice in business education—MIT.”
“MIT is instrumental in moving the world forward, and my year in the MOT Program gave me the resources to join that effort. On top of everything I took away, I can show up on campus today and ask for whatever I need—with the confidence that that need will be met.”
“At GenomeQuest, I am riding the most exciting technology development in the history of mankind. But I am convinced that if I hadn’t taken that year out for the MOT Program (now Sloan Fellows), I would still be a mid-level technical manager in a biopharma company. My time at MIT gave me everything I need to go as far as I want to go.”
Richard Resnick is a genetics pioneer, a serial entrepreneur, and a music innovator, but a more accurate characterization might be high-tech explorer. Resnick has planted so many flags on so many tech mountain peaks, it’s dizzying. Today, he’s channeling everything he’s learned in those many pursuits into his role as CEO of GenomeQuest.
The possibilities inherent in the study of the human genome first became clear to Resnick right out of college when he worked as a computer scientist on Eric Lander’s Human Genome Project at MIT. Now, he is at the front lines of the business of genomes, helping to advance the use of the genome as a universal and affordable diagnostic tool. And he is drawing on his MIT education—and network—to move forward on that frontier.
Read Richard Resnick’s blog at GenomeQuest.
Ron Williams has his head in the clouds, and that’s exactly where he intends to keep it. “One of the basic principles of successful leadership is to keep your head in the clouds and your feet on the ground. You have to start with a large-scale, long-range vision and then operationalize strategies that deliver real value to stakeholders.”
As President of Aetna, Williams stands as powerful proof of his theory. He oversees the bulk of Aetna’s $25 billion business and has been named one of the “50 Most Powerful Black Executives” by Fortune magazine. He credits the MIT Sloan Fellows Program as a major force in shaping his ideas about leadership.
“I went to Sloan to turn myself into a generalist with a wider view of business. I wasn’t alone. At the start of the program, all the participants tended to define a problem in terms of their specialty. By the end of the program, we’d moved beyond our respective functional disciplines and learned to match the right discipline, or combination of disciplines, to the problem at hand.”
Williams looks back on this collaborative experience as a fundamental step in his evolution as an executive. “Working with a world-class faculty and high-performing classmates, I was able to take everything I knew about business and raise it to the next level.”
“MIT is on the crest of the world, and I feel like a kid on a skateboard with my hat on backwards ready to take off. I’m in this adventure for the thrills and for the chance to stretch, discover, and expand.”
“In New Zealand, we are great innovators, but we are not commercializing or exporting nearly enough. As a CEO and a passionate New Zealander, I need to fix that. Just a couple of weeks in, I’m already building a powerful global network and tapping into MIT’s entrepreneurial ecosystem. This is exactly where I need to be right now.”
“The Sloan Fellows Program is a strong, inclusive family. When my husband saw how enthusiastic the partners are about the program and how close-knit the community is, he decided to make more time to visit from New Zealand so he can take part.”
“Spending a year at MIT immersed in this rigorous program with these extraordinary peers and professors prepares you for any challenge—you know it, and the world knows it.”
“My family had an MIT Sloan Fellows experience that was as precious to them as mine was to me. They still talk about the get-togethers and the good friends they made from around the world. Even walking down MIT’s legendary ‘infinite corridor’ is a magical memory.”
“When I went back to Amadeus, I was rejuvenated, engaged, with a new enthusiasm for ideas. Maybe because I knew I had the knowledge and the confidence to do something about them.”
The most senior female officer in the Singapore Armed Forces (SAF), Colonel Gan Siow Huang, SF '10, has helped to formulate defense policies as deputy director of the Defense Policy Office and has commanded the 203 Squadron and the Air Surveillance and Control Group. After rising through the ranks, she now leads the SAF's Joint Manpower Department.
"For a woman in a position of leadership, the MIT Sloan Fellows Program offers a potent combination of must-haves that a mid-career leader would be hard-pressed to find anywhere else. For me, one of those benefits was working closely with the other women in the program, talented leaders from 20 different countries. Learning about their successes—and failures—moving up the ladder in different global environments and different industries was educational and inspiring. When other women don't recognize limitations, you learn not to recognize them either."
"There are other programs for global leaders, but the MIT Sloan Fellows Program is a distinctive combination of technological innovation and leadership. That formula is one that all global leaders need to be exposed to. I am in the military, but I wanted a program that gave me a fresh perspective from outside that realm. I wanted to be surrounded by people from different industries and mindsets. I wanted to feel the entrepreneurial buzz and bring that spirit of experimentation back to my own work environment. Every organization needs that energy to stay relevant."
"This program is an unusually effective integration of soft skills and hard knowledge. I learned the economics of information technology. I learned system dynamics and how complex organizations work. I learned how to negotiate contracts and navigate difficult situations. I learned how to use data to analyze trends and predict outcomes. I graduated several years ago, but I still look back at my class notes. I use that knowledge every single day in ways that I never could have predicted."
“The MIT Sloan Fellows Program is designed for those who already have a vision—they just need the tools and the support systems to make it happen.”
“A powerful feeling of ‘these are my people.’ From the moment you set foot on campus, you are learning all the time—learning in the hallway, at cocktail parties, standing in line for coffee. It’s an exhilarating kind of osmosis, and I miss it...a lot.”
“Mid-career is when you know how to use it. Mid-career is when you know what to do with the boundless opportunity it offers.”
Senior Vice President &, Chief Administrative Officer, Global Markets and Global Services Americas , State Street Corporation
After 15 years in financial services—most of it with Merrill Lynch in roles based in Dublin, London, and Geneva—Liz Roaldsen was looking to build skills and perspectives that transcended the bottom line. She wanted to advance her understanding of corporate strategy and broaden her general management abilities.
Director, Wellkeeper, Inc.
President and COO, Intellectual Ventures
“Sitting down with leaders at MIT and around the world, seeing how they were able to change the path of their companies, seeing the power of the ‘Sloan Fellows effect’ on their careers and their businesses…such high-level conversations transformed my perspective of my own possibilities, just as other elements of the program transformed my ability to fulfill those possibilities.
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