MIT Slo an E x ecutiv e E duc ation

June 7–12, 2009

Corporate Strategy

MIT

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Program OverviewTo survive and prosper today, companies must think about strategy in new ways. Theymust shift their attention from product to customer and create competitive positionsbased on the structure of customer relationships independent of the product. Traditionalcompetitive strategies focus on product differentiation. But traditional approaches do not produce optimal results or lead to the new sources of profitability that the connectivity of a networked economy offers. Anchored in the Delta Model—a uniquestrategic management framework developed at the MIT Sloan School of Management—this innovative program introduces participants to a fresh approach to business strategy development and strategic management, and provides powerful insights into business profitability.

Corporate Strategy

An intensive, week-long program led by MIT’s most

senior faculty and designed to help senior corporate

leaders gain insights into the way companies secure

and sustain a competitive position in today’s

knowledge-based global economy.

The MIT EdgeMIT’s internationally renowned faculty are forward thinkers who bring decadesof expertise through their research,teaching, and consulting activities. Theybelieve that professional competence is fostered by coupling teaching withrigorous research focused on real-worldproblems.

Professor Arnoldo Hax, an expert instrategic management and operationsresearch, wrote the book on discoveringnew sources of profitability in the knowledge-based economy. His DeltaModel for securing and sustaining acompetitive position in today’s market-place has been widely hailed as a newdriving force in corporate strategydevelopment and customer bonding.

Program BenefitsThe program integrates perspectives from multiple disciplines to enablecompanies to create, capture, and deliver value. Participants will leave theprogram prepared to:

• TURN late-breaking research into successful new strategies • TAKE ADVANTAGE of a new set of strategic options as distinct sources

of profitability • MEASURE the value created by each strategic option • ALIGN the interface of strategy and execution to achieve operational

excellence • IDENTIFY the organizational capabilities required in a knowledge-based

global economy • TRANSFORM global presence into global competitive advantage • UNDERSTAND the implications of organizational culture and strategy

on leadership • RECOGNIZE key issues in corporate governance and performance

evaluation • OPTIMIZE the organization’s financial strategy

OVERVIEW OF STRATEGIC MANAGEMENT

• Key developments in the fields of corporate, business, and functional strategies

• Guiding strategic thinking in a business organization

• Michael E. Porter’s Five Forces Model • The Resource-Based View of the firm • The Delta Model

STRATEGY IN THE GLOBAL SETTING

• The extension of strategic analysis frameworks to a global setting

• The international transferability of competitive advantages

• Configuration and coordination of activities to realize competitive advantages

• Strategic implications of exchange-rate shifts and government interventions

THE MAJOR STRATEGIC TASKS:

STRATEGIC WORKSHOP

• The selection of strategic positioning• Customer segmentation and

customer value proposition • The mission of the firm • The strategic agenda of the firm

FINANCIAL THEORY AND FINANCIAL

STRATEGY

• The critical role of finance in strategic management

• Capital investments triggered by strategic decisions

• The creation of economic value as the fundamental purpose of strategy

• Option pricing theory

ORGANIZATIONAL BEHAVIOR, CULTURE,

AND LEARNING

• Defining and measuring organizational culture

• The relationship between organizationalstructure and strategy

• Managing organizational culture • Lifecycle stages of organizations

EXECUTING STRATEGY WITH IT:

MANAGING THE IT PORTFOLIO

• Aligning IT assets with business strategy• Benchmarking IT effectiveness• IT governance

MACROECONOMIC ISSUES AND STRATEGY

• The macroeconomic environment • A comprehensive framework for

addressing macroeconomic issues • Bringing macroeconomic issues

into the strategic dialogue> http://www.imd.ch

Who Should AttendThis program is designed for senior-level managers from leadingorganizations around the world, who understand that success inthe emerging knowledge-based global economy will depend onbuilding radically different organizational capabilities.

Titles of past participants have included:Executive Vice President and Chief Financial OfficerHead of the Corporate Development DivisionDirector of Research and InnovationBusiness StrategistCorporate Strategic ManagerManaging DirectorChief Executive OfficerDirector of Strategy and Business DevelopmentMarket Risk ManagerVice President, Strategic PlanningMarket Intelligence ManagerDirector, Portfolio StrategyVice President, OperationsDirector, Corporate Business DevelopmentBusiness Strategy AnalystChief Operating OfficerDirector, Customer OperationsManager, Technology Strategy and PlanningDirector, Network Planning and Optimization

The benefits of the program are reinforced when three or moreexecutives from the same organization attend. Companies areencouraged to sponsor cross-functional team participation.

The LearningExperienceConceptual material combined with speciallydesigned workshops give participants hands-on, practical experience with corporatestrategic thinking using the Delta Model. Twofull afternoons will be devoted to a workshopon strategic planning. A formal and systematicmethodology will be presented to allow forthe development of key strategic tasks. Uponcompletion of the program, participants willbe able to put the Delta Model to work todevelop a strategic agenda for their ownorganizations. The small class size fostersopportunities for rich interaction with facultyand among peers. Alumni of the program forma network of colleagues who continue toexchange ideas long after the program ends.

Program Outline3M CompanyAvaya, Inc.DanfossEmpresas PolarFidelity InvestmentsThe Goodyear Tire & Rubber

CompanyHerman Miller, Inc.Hewlett-Packard CompanyIBMJPMorgan Chase & Co.MeadWestvacoMercedes-Benz USA, LLCMetLife

Microsoft CorporationNASANational Reconnaissance

OfficeNorthrop Grumman

CorporationOracle CorporationPhilips SemiconductorsPricewaterhouseCoopers LLPRoyal Dutch Shell plcSiemens AGTechnicolor Inc.Verizon Communications Inc.The World Bank

Practical! Applicable to any company no matter what size or country. All top executives must attend to improve their skills and knowledge in corporate strategy.”

IS/IT 4%

Other 25%

Computers/Peripherals/Software 11%

Oil/Gas 9%

Military 9%

Aerospace/Automotive/Transportation Equipment 9%

Management Consulting 3%

Banking/FinancialServices 12%

Manufacturing/Operations 7%

Other 13%

Finance 13%

General Management 28%

Strategy/Planning 13%

Business Development 11%

Marketing/Communications 3%

Management Functions

Industry Sectors

“

Pedro J. UribeEnterprise Sales ManagerMicrosoft Corporation, Colombia

Project Management 5%

Scientific/Technical Services 3%

Research/Development 3%

Telecommunications Services 4%

Insurance 4%

Electrical Equipment/Appliances 4%

The Corporate Strategy program clarifiedthe essence and implementation of strategyas no other course has. Professor Hax’sapproach is fresh, practical, and powerful.I will never look at strategy, my customers,or my competition in the same way again.”Terry PeltesPresident and Chief Executive OfficerCertus Corporation, U.S.

Organizations of past participants have included:

Government 4%

Construction 3%

170382.LD 2/1/07 10:58 PM Page 4


Corporate Strategy

























STRATEGIC WORKSHOP




STRATEGY






AND LEARNING





















IS/IT 4%

Other 25%


Oil/Gas 9%

Military 9%





Other 13%

Finance 13%






Industry Sectors

“






Insurance 4%




Government 4%

Construction 3%

170382.LD 2/1/07 10:58 PM Page 4


Corporate Strategy

























STRATEGIC WORKSHOP




STRATEGY






AND LEARNING





















IS/IT 4%

Other 25%


Oil/Gas 9%

Military 9%





Other 13%

Finance 13%






Industry Sectors

“






Insurance 4%




Government 4%

Construction 3%

170382.LD 2/1/07 10:58 PM Page 4

FacultyThe faculty team planned for Corporate Strategy includes:

STRATEGY AND INNOVATION

• Building, Leading, and Sustaining the Innovative Organization

• Corporate Strategy • Developing and Managing a Successful

Technology and Product Strategy • Driving Strategic Innovation: Achieving

Breakthrough Performance Throughout the Value Chain*

• Reinventing Your Business Strategy

TECHNOLOGY, OPERATIONS,

AND VALUE CHAIN MANAGEMENT

• Developing a Leading Edge Operations Strategy

• IT for the Non-IT Executive• Managing Complex Product Development

Projects • Managing the Extended Supply Chain:

Beyond Productivity and Efficiency*• Product Design, Development, and

Management • Supply Chain Strategy and Management

MANAGEMENT AND LEADERSHIP

• Business Dynamics: MIT’s Approach to Diagnosing and Solving Complex Business Problems

• Entrepreneurship Development Program• Fundamentals of Finance for the

Technical Executive • International Management Program • Leading Change in Complex Organizations • Leading Innovative Enterprises: MIT’s

Premier Leadership Program for the Life Sciences

• Managing Technical Professionals and Organizations

• Strategic Marketing for the Technical Executive

• Understanding and Solving Complex Business Problems

Arnoldo C. Hax, Alfred P. Sloan Professor of ManagementEmeritus, is the faculty leader for the program. He is widelyacclaimed for his research, publishing, and consulting in thefields of strategic planning, management control, operationsmanagement, and operations research. He has taught in executive education programs around the world and consultsregularly to multinational organizations. His most recent book,with Dean Wilde, is The Delta Project: Discovering New Sources

of Profitability in a Networked Economy.

Donald R. Lessard, Epoch Foundation Professor of InternationalManagement, studies international corporate strategy andfinance with an emphasis on risk and knowledge management in multinational firms. Among his many publications is his much-talked-about book with Roger Miller, Strategic Management

of Large Engineering Projects: Shaping Institutions, Risks,

and Governance.

Stewart C. Myers, Gordon Y Billard Professor of Finance,conducts research on the theory and practice of corporatefinance. His book with R.A. Brealey, Principles of Corporate

Finance, has been the bible of graduate-level courses in corporate finance since it was first published in 1981; it is now in its seventh edition.

Roberto Rigobon, Associate Professor of Economics, studiesinternational economics, monetary economics, and developmenteconomics. In international economics, Rigobon focuses on thecauses of balance-of-payments crises, financial crises, and thepropagation of them across countries. In monetary economics,he has studied how the Federal Reserve changes its interest-ratepolicy when there are shocks to the stock market.

John Van Maanen, Erwin H. Schell Professor of OrganizationStudies, researches occupations characterized by dispute,frustration, anger, and ambiguity, and studies people the old-fashioned way—by living with them. Among the groups he hasstudied ethnographically are Gloucester fishermen, Disneylandride operators, U.S. patrol officers, and London detectives andtheir supervisors. His recent writings examine the social historyof ethnographic understanding of work organizations and the variousways in which particular occupation identities take shape andchange work settings.

Peter Weill, MIT Sloan Senior Research Scientist, is director of the Center for Information Systems Research (CISR), whose mission is to perform practical empirical research on how enterprises generate business value from IT. Weill’s research centers on the role, value, and governance of IT enterprises in areas such as portfolios, infrastructure, risk management,and architecture.

Massachusetts Institute of TechnologyMIT Sloan School of ManagementOffice of Executive Education238 Main Street, E48-501Cambridge, MA 02142-1046U.S.

Phone: +1 617 253 7166Fax: +1 617 253 6773email: [email protected]

http://mitsloan.mit.edu/execed

The Corporate Strategy program is both intellectually stimulating and fabulously enjoyable. The faculty are truly world-class,and the students are top-notch and extremelydiverse. A great course!”

“

Program Facts

Duration: One week

Dates: June 7–12, 2009

Location: MIT Endicott House

(MIT’s Executive Conference Center) Dedham, Massachusetts, U.S.

Cost: $8,580(covers tuition, all program materials, lodging, and meals)Special pricing available to companies sponsoring three or more participants.

Apply online at: http://mitsloan.mit.edu/apply

> http://mitsloan.mit.edu/execed

John D. PinderDirector, Corporate StrategyNorthrop Grumman Corporation, U.S.

Executive Education Programs and Executive CertificatesMIT Sloan Executive Certificates are awarded to participants who have completed four or more open enrollment programs within a four-year period.

Certificates are offered in three areas of concentration and provide executives with the opportunity to tailor their education plans to meet their own

career development needs. Visit http://mitsloan.mit.edu/certificate for more details.

* Offered jointly with IMD

June 10–15, 2007

June 8–13, 2008

Corporate Strategy

MIT

Slo

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Exec

utiv

e Ed

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@w

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170382.LD 2/1/07 10:30 PM Page 1

FacultyThe faculty team planned for Corporate Strategy includes:

STRATEGY AND INNOVATION

• Building, Leading, and Sustaining the Innovative Organization

• Corporate Strategy • Developing and Managing a Successful

Technology and Product Strategy • Driving Strategic Innovation: Achieving

Breakthrough Performance Throughout the Value Chain*

• Innovation, Strategy, and Leadership forJapanese Managers

• Reinventing Your Business Strategy

TECHNOLOGY, OPERATIONS,

AND VALUE CHAIN MANAGEMENT

• Developing a Leading Edge Operations Strategy

• IT for the Non-IT Executive• Managing Complex Product Development

Projects • Product Design, Development, and

Management • Supply Chain Strategy and Management

MANAGEMENT AND LEADERSHIP

• Business Dynamics: MIT’s Approach to Diagnosing and Solving Complex Business Problems

• Entrepreneurship Development Program• Fundamentals of Finance for the

Technical Executive • International Management Program • Leading Change in Complex Organizations • Managing Technical Professionals

and Organizations • Strategic Marketing for the Technical

Executive • Understanding and Solving Complex

Business Problems

Arnoldo C. Hax, Alfred P. Sloan Professor of ManagementEmeritus, is the faculty leader for the program. He is widelyacclaimed for his research, publishing, and consulting in thefields of strategic planning, management control, operationsmanagement, and operations research. He has taught in executive education programs around the world and consultsregularly to multinational organizations. His most recent book,with Dean Wilde, is The Delta Project: Discovering New Sources of Profitability in a Networked Economy.

Donald R. Lessard, Epoch Foundation Professor of InternationalManagement, studies international corporate strategy andfinance with an emphasis on risk and knowledge management in multinational firms. Among his many publications is his much-talked-about book with Roger Miller, Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance.

Stewart C. Myers, Gordon Y Billard Professor of Finance,conducts research on the theory and practice of corporatefinance. His book with R.A. Brealey, Principles of CorporateFinance, has been the bible of graduate-level courses in corporate finance since it was first published in 1981; it is now in its seventh edition.

Roberto Rigobon, Associate Professor of Economics, studiesinternational economics, monetary economics, and developmenteconomics. In international economics, Rigobon focuses on thecauses of balance-of-payments crises, financial crises, and thepropagation of them across countries. In monetary economics,he has studied how the Federal Reserve changes its interest-ratepolicy when there are shocks to the stock market.

John Van Maanen, Erwin H. Schell Professor of OrganizationStudies, researches occupations characterized by dispute,frustration, anger, and ambiguity, and studies people the old-fashioned way—by living with them. Among the groups he hasstudied ethnographically are Gloucester fishermen, Disneylandride operators, U.S. patrol officers, and London detectives andtheir supervisors. His recent writings examine the social historyof ethnographic understanding of work organizations and the variousways in which particular occupation identities take shape andchange work settings.

Peter Weill, MIT Sloan Senior Research Scientist, is director of the Center for Information Systems Research (CISR), whose mission is to perform practical empirical research on how enterprises generate business value from IT. Weill’s research centers on the role, value, and governance of IT enterprises in areas such as portfolios, infrastructure, risk management,and architecture.

Massachusetts Institute of TechnologyMIT Sloan School of ManagementOffice of Executive Education238 Main Street, E48-501Cambridge, MA 02142-1046U.S.

Phone: +1 617 253 7166Fax: +1 617 253 6773email: [email protected]

http://mitsloan.mit.edu/execed

Executive Education Programs and Executive CertificatesMIT Sloan Executive Certificates are awarded to participants who have completed four or more open enrollment programs within a four-year period.

Certificates are offered in three areas of concentration and provide executives with the opportunity to tailor their education plans to meet their own

career development needs. Visit http://mitsloan.mit.edu/certificate for more details.

* Offered jointly with IMD

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