"Absorbing the collective experiences of my classmates, I realized how finance was a really important aspect of energy solutions for emerging markets."
Creating ideas that change practice
The Action Learning model that has become dominant at MIT Sloan was developed in 1992 with the advent of the Entrepreneurship Lab (E-Lab). MIT Sloan stands as the leader among business schools by offering the greatest breadth and depth of Action Learning opportunities. We continue to reinvent business education. Ideas that change the world are born and nurtured here. We also constantly reexamine and remake the organizations that bring these breakthroughs into being.
Find What You Need
Our MBA program encompasses an unparalleled selection of in-depth case studies, stimulating collaborative projects, integrated lectures that link historical context to contemporary issues, live case discussions, extraordinary chances to interact with industry leaders, and hands-on experiential learning classes. With this exceptional line-up of learning opportunities, we provide students with even more than world-class business skills — a real-world education at MIT Sloan empowers you to meet any challenge.
We have a greater breadth of experience-based learning opportunities than any business school in the world. Examples include the Global Entrepreneurship Lab (G-Lab), the Sustainability Lab (S-Lab), the Global Health Delivery (GHD-Lab), the i-Teams, the China Lab (C-Lab), the Leadership Lab (L-Lab), and the India Lab (I-Lab).
More than 65 percent of our MBA students earned school credits by helping to build businesses and other organizations in more than 25 different countries, often in some of the toughest and most demanding business environments in the world. Because of the core curriculum design, many students will participate in more than one of these international project based learning opportunities.
A New Sustainable Facility
We recently moved into our new building, known in typical MIT style as E62, which, with the Joan and William A. Porter 1967 Center for Management Education, is the social and academic heart of the MIT Sloan campus. The LEED-certified, 215,000 square foot center provides a dynamic platform for cross-disciplinary collaboration, bringing our entire faculty together under one roof. Our research shows that proximity leads to faster and more effective innovation.
Inspiration can come from many places and arrive in many forms. The faculty and students of MIT Sloan are inspired not only by those who came before them, but also by their expectations for the future. We strive to continually produce generations of innovative and responsible leaders who have the fortitude, extensive education, and purposeful experience to meet the growing challenges of today and tomorrow.
Like MIT itself, MIT Sloan is a place for visionary pragmatists — leaders with the global view, determination, and ability to change the world and the unbridled passion to make it happen.
“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.”
"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."
“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 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 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.”
“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.”
“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.”
“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!”
“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.”
“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.”
“I can honestly say that when I was planning on coming to business school I never thought that witnessing the birth of a child would be included in the education. It was definitely an experience.”
“[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.”
“My students are very smart, very interesting — and in a way I like it when they don’t have extensive technical backgrounds, because they don’t have fixed ideas about how to approach things.”