MIT Sloan meets the various needs of all types of organizations, providing access to cutting-edge research and world-renowned faculty. All programs reflect MIT Sloan’s core mission—to develop principled, innovative leaders and to generate ideas that advance management practice.
Executives gain abilities to address immediate business challenges using practical tools and frameworks, many of which have been developed by the faculty themselves.
CHARLES FINE
Chrysler Leaders for Global
Operations Professor of Management
Fine’s breakthrough work has supported design and improvement of supply and value chain relationships across the electronics, automotive, aerospace, communications, consumer products and other fast clock-speed industries. His current research examines outsourcing dynamics, with a focus on dynamic models for assessing leverage among various components based on strategic and logistical assessments.
Fine teaches and consults widely with such clients as 3M, GE, HP, Intel and Oracle. He is the author of
Clockspeed: Winning Industry Control in the Age of
Temporary Advantage (Perseus Books, 1998).
He holds an AB in mathematics and management science from Duke University as well as an MS in operations research and a PhD in business administration from Stanford University.
VIVEK FARIAS
Robert N. Noyce Career Dev
Professor Assoc Professor of
Operations Mgmt
Vivek Farias’s research focuses on the development of new methodologies for large-scale dynamic optimization under uncertainty, and the application of these methodologies to the design of practical revenue management strategies across various industries ranging from airlines and retail to online advertising.
Farias is a recipient of the 2006 INFORMS MSOM
Student Paper prize for a research paper judged to be the best in the field of operations management. A consultant in the finance industry, he most recently contributed to GMO LLC’s first successful high- frequency algorithmic trading strategy.
He holds a BS in computer engineering from the
University of Arizona, and a PhD in electrical engineering from Stanford.
ZEYNEP TON
Adjunct Associate Professor of
Operations Management
Zeynep Ton is currently examining how organizations can design and manage their operations in a way that satisfies employees, customers, and investors simultaneously. Her earlier research focused on the critical role of store operations in retail supply chains. Her work has been published in a variety of journals, including Organization Science and the Harvard Business Review.
Prior to MIT Sloan, Ton spent seven years as an assistant professor in the Technology and Operations
Management area at Harvard Business School, where she was awarded the HBS Faculty Teaching Award for teaching excellence.
She holds a DBA from Harvard Business School and a
BS in Industrial and Manufacturing Engineering from
Pennsylvania State University.

Organizations that are most effective at aligning their operational capabilities to their customer value proposition win their respective markets.
This cross-functional program will foster improved perspective and decision-making through better alignment of Operations and non-Operations executives within your Company. The curriculum is designed to be high-impact for a broad range of product and services industries such as IT, Healthcare, Financial Services, Consumer Products and Industrials.
C
P
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Align operations to your company's business model. Determine whether current operations are optimized to deliver on your company's value proposition.
Understand value chain dynamics. Learn how your ability to deliver products and services is affected by value chain capabilities.
Balance creativity and discipline.
Determine when to deliver within current constrains vs. when change is needed.
A
F
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Reengineer processes to better serve your customer. Use systematic and quantitative process analysis to increase efficiency and improve responsiveness to customer needs.
Eliminate costly bottlenecks. Improve speed and agility by identifying value chain weaknesses and designing around those weaknesses.
Reduce costs by optimizing human capital allocation and inventory. Apply straightforward quantitative models to reduce cost and gain pricing flexibility.
Driving cross-func tional perspective and alignment
VA
T
A
F
Accurately measure operational performance. Develop clear financial and operational metrics for measuring the effectiveness of performance improvements.
Create a culture of performance improvement.
Align your organization around principles such as putting the customer first and continuous improvement.
Effectively lead change. Overcome organizational inertia and resistance to operational change.

Organizations that are most effective at aligning their operational capabilities to their customer value proposition win their respective markets.
This cross-functional program will foster improved perspective and decision-making through better alignment of Operat ions and non-Operati ons executives within your Company. The curriculum is designed to be high-impact for a broad range of product and services industries such as IT, Healthcare,
Financial Services, Consumer Products and Industrials.
GAIN PERSPECTIVE
ON YOUR COMPANY’S
VALUE CHAIN
OPTIMIZE
OPERATIONS
FOR CUSTOMER
VALUE
INNOVATE TO
IMPROVE
OPERATIONAL
PERFORMANCE
Align operations to your company’s business model .
Understand value chain dynamics.
Balance creativity and discipline.
Reengineer processes to better serve your customer.
Eliminate costly bottlenecks .
Reduce costs by optimizing human capital allocation and inventory.
Accurately measure operational performance.
Create a culture of performance improvement.
Effectively lead change.
LEADERSHIP
Driving cross-functional collaboration and perspective.
For the first time, a cross-industry group of leading companies has partnered with a top business school to develop an invitation-only virtual program for select executives driving Operational Excellence.
Certifi c ate from top-10 business school: Receive an elite credential from the premier global institution in the realm of Operations excellence and innovation, and professors driving thought leadership.
Be a change agent: Develop a specific opportunity aligned to enterprise value and drive through implementation by understanding how to navigate your company’s structural and organizational barriers.
Expand your network: Broaden and deepen your global perspective through collaborative group work with a cadre of high-potential and high-performing senior executives.
Reasonable and fl e xible time commitment: Lecture content is on-demand and delivered through a flexible and engaging online platform so executives can plan around their busy schedules.
Orientation: May 1st - May 10th
Course: May 11th – June 21st
Time Commitment: 25-30 hrs [4-5 hrs p/wk]
The program is divided into 6 weekly modules:
1) On-demand, HD lectures [8-10hrs]
2) Section meetings with live access to faculty and peers [6hrs]
3)   Working Team meetings with other executives [6hrs]
4) Activities which are components of your Final
Deliverable to be completed individually or with your Buddy [8-10 hrs]
5) Final Deliverable [3-4 hrs]
6) Coach Sessions [optional]
Your Section is a cross-company group of 60-80 peer executives who will meet with the faculty for guided discussions and exchange of ideas.
Your Working Team consists of 6-8 executives from your Company who will support you in developing perspective and driving your personal case through feedback and company-specific insights.
Your Buddy is a fellow executive from your organization who will attend Team meetings with you and act as a thought partner on weekly assignments.
Your Coach is a MIT-trained professional who will support you and your team across a variety of platforms.
Your Team Facilitator will support your Team meetings and provide overall assistance throughout the program.