"I met my [company] co-founders through the MIT Energy Club and the MIT VCPE Club. We hit it off, and you know, a year later we're running a company."
Transform Organizations, Markets, Communities
At MIT Sloan, we believe that there is a fundamental alignment among healthy businesses, healthy environments, healthy societies, and an economy that serves human needs. Realizing that possibility, however, requires that we transform organizations, markets, and communities. While today’s business models have generated unforeseen levels of economic growth and technological innovation, they have also generated severe strains on our environment, social systems, and personal lives.
The Sustainability Certificate empowers students to take on this transformation by building upon MIT’s distinguished accomplishments in technology, science, and social science, its tradition of interdisciplinary collaboration, and the ideal of Mens et Manus (mind and hand). The overarching goal of the Sustainability Certificate is to build a community of innovators. We want our graduates to be capable of deploying new management practices, business models, and market infrastructures, as well as technologies, that make more effective and sustainable use of natural and human resources, and advance human welfare.
The courses in the Sustainability Certificate program tap into MIT Sloan’s strengths in process improvement, organizational learning and adaptation, entrepreneurship and commercialization, the dynamics of organizational and social change, and the interactions of markets, firms and organizations, while connecting to MIT’s strengths in science and technology. The certificate must be earned in conjunction with an MIT Sloan degree; it is not a stand-alone, non-degree program.
*Students may only pursue one Track at a time, but may pursue a Track and a Sustainability Certificate concurrently. There is enough flexibility and overlap that the latter is more than doable.
Questions? Contact the Sustainability Initiative here.
“I knew about American business, but not enough about what’s really become a global economy. … You can read about it all you want, but there’s no substitute for being there and seeing the context and seeing how completely different these [other countries] are.”
“The conditions in the neighborhoods we were visiting were different than what we realized before getting there. Beyond that, what was surprising was that there weren’t surprises!”
“The concept behind enterprise architecture is that you have all these machines, you have all these business processes, you have all these people doing things, how do you make sure they all come together and achieve business objectives that make you more competitive.”
"The relationships that we forged helped us to turn out a better project. We were able to test our hypotheses with the people that we spoke with every single day. And really, I think the friendships that you develop really propel the work that you’re doing."
“One of the reasons I came to Sloan was because I wanted to be at a top MBA institution worldwide. But I also wanted access to working with the latest innovations and the highest technology that was coming out of the MIT labs.”
“I came to Sloan because of its high rankings within the sustainability community, specifically the professors. The S-Lab class itself is part of what drew me to Sloan. And the reason I came to business school was to learn the business speak that really is what connects with people."
“The assistant to the CEO was like our host mom while we were there. She arranged our housing for us, she took us out to her friend’s game farm, and we got driven around in 4x4s. She was just wonderful to meet, and we developed a personal as well as professional relationship with her.”
“[The India Lab] program is one of the reasons I came to Sloan. ... The hands-on learning that MIT offers was a huge differentiator.”
“At MIT Sloan you have a lot of opportunities to explore entrepreneurship. Especially in a place like Kampala where you have a lot of development, entrepreneurship can be very exciting.”
“It was really rewarding that they wanted to know what we thought. We left there being fairly certain that they will do some of the things that we suggested.”
“I love being in a place that is such a nexus of people and ideas — people coming to learn something new and to define themselves. Being a part of that process is a real honor and a real gift.”
“Because of the diversity of our backgrounds, when we hit the ground in Tanzania it almost was a natural play where different people assume different roles.”
“We are very much an action-learning environment. The way to learn leadership is not only through reading cases, not only through learning theory — in fact we don’t want people to regurgitate the theory. We want people to take theory and to live it, use it.”
“We’re very interdisciplinary. Among the faculty in the group are an economist, a political scientist, a sociologist, and an industrial relations specialist. We’ve always made a big effort to be open to a variety of perspectives, but also to go beyond being open to them, to want to bring them in, because it makes for a richer environment.”
“I find the students to be very interested, engaged, and valuable in terms of what they bring to the classroom. Because of their diversity and their own work experiences, they bring a unique perspective to the class work.”