There is growing interest in online programs as a way to expand the reach of executive education. However, that is balanced with our pedagogical philosophy at MIT Sloan, which involves high levels of engagement and interaction among faculty and students. A big question is: How do we keep that collaborative learning model in the context of an online program?
While there are many technologies to explore, we’re currently experimenting with one called AvayaLive™ Engage which offers an immersive online world in which participants interact in real time with avatars. We piloted it for executive education purposes last year by offering an online workshop for participants following an in-person program. We learned a lot in terms of what was effective and what needed to be tweaked, but our big takeaway was that the platform provides a dynamic learning environment for participants. Read More »
When we teach our introductory entrepreneurship class at MIT, we take it for granted that each of our 75 students will be able to start an American company upon graduating.
But many of them lack one thing they need to be able to do so—permission from the United States government to continue working in our country.
In this academic year, three in 10 MIT students, including four in 10 graduate students, are not U.S. citizens or permanent residents. So for them our entrepreneurship class is likely to remain just an academic exercise. Their student visas expire when they graduate, leaving them with two options, to leave the country or find an existing company to sponsor them for a chance at an H-1B visa.
For all of the talk about how social media, mobile and analytics are transforming our lives, the majority of big companies still have a long way to go in their digital transformation. However, two years of study with more than 400 firms around the world shows that a quarter of firms are already achieving a measurable “digital advantage” over their peers.
This research, conducted by the MIT Sloan Center for Digital Business in cooperation with research sponsor Capgemini Consulting, shows that the digital advantage is not about luck or about the industry your firm is in. It is not just about how much cool digital stuff firms are doing. Companies that manage their digital activities in a certain way are 26% more profitable than their industry peers, and outperform on other measures as well. Read More »
Some people think that the first step of innovation is asking for $10 million. We have grown accustomed to the idea that landing that kind of money from a granting agency or a venture fund is a prerequisite to execute on an idea for a new technology or market —or for that matter, even come up with a good idea in the first place.
There is a fundamental change underway in the way that companies make decisions. Instead of relying on a leader’s gut instincts, an increasing number of companies are embracing a new method that involves data-based analytics. This ‘Big Data’ revolution is occurring mainly because technology enables firms to gather extremely detailed information from and propagate knowledge to their consumers, suppliers, alliance partners, and competitors.
Companies that use this type of ‘data driven decision making’ actually show higher performance. Working with Lorin Hitt and Heekyung Kim, I analyzed 179 large publicly-traded firms and found that the ones that adopted this method are about 5% more productive and profitable than their competitors. Furthermore, the study found a relationship between this method and other performance measures such as asset utilization, return on equity and market value. There is a lot of low-hanging fruit for companies that are able to use Big Data to their advantage. Read More »