MIT Executive MBA Program
Sponsorship Proposal Resource Guide
Overview
The purpose of this Resource Guide is to provide prospective MIT EMBA students
content which will be helpful in developing an effective Sponsorship Proposal for
your organization. This Guide is a reference for your convenience as you assess
what information to include in your proposal.
As you draft your proposal, here is a list of questions commonly asked by
sponsoring executives.
 How does an MBA align with your responsibilities, your development
plan, and your company’s priories?
 How will this benefit the company?
 How will this impact your job and improve your performance?
 How will you handle the time away from the office?
 How much does it cost? What are the payment terms?
 How do I know that if I sponsor this education, you will not leave the
company before we have seen a return on our investment in you?
 What distinguishes the MIT EMBA and the impact it will have?
Please keep in mind this document is not a proposal but rather a collection of the
ingredients that we have seen in successful proposals. Download a sample
proposal here.
MIT Executive MBA Program
Sponsorship Proposal Resource Guide
Table of Contents
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The MIT EMBA Program Overview ………………………
What Distinguishes the Program …………………………..
Program Components ……………………………………...
Course of Study ……………………………………………
Tuition and Payments ………………………………………
Corporate Sponsorship ……………………………………..
Candidate Commitment …………………………………….
Cohort Statistics …………………………………………….
MIT EMBA Program Calendar …………………………….
Participating Organizations …………………………………
Recent Media Coverage …………………………………….
Student Testimonials ………………………………………..
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The MIT EMBA: Program Overview
The MIT Executive MBA is a rigorous, 20-month, executive-schedule MBA program designed
for mid-career executives poised at pivotal junctures in their careers. Through advanced
management practices and applied learning projects, executives emerge with a broader
perspective and the tools to increase their impact. The EMBA program is an opportunity to join
an elite forum for innovation and leadership, in which mid-career executives develop an edge in
their management capabilities and build a network and connection to MIT that lasts a lifetime.
The MIT Executive MBA provides a platform to increase knowledge, capabilities and impact.
The program is specifically designed to maximize learning while complementing the work lives
of students.
This program allows students to apply classroom learning to real work projects. Students will
have opportunities to work closely with renowned faculty, and to collaborate with a diverse and
distinguished peer cohort to gain fresh insight on organizational issues and to develop innovative
solutions.
Each class cohort is comprised of successful professionals drawn from a broad spectrum of
industries, job responsibilities, and nationalities. MIT seeks candidates who have demonstrated a
skilled capacity to lead, work as a team, creatively solve problems, and push themselves to
achieve their potential.
The program is designed to increase the impact of executives by providing:
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A world-class educational experience that integrates classroom learning with real-time
job performance, creating immediate organizational impact.
A complement to functional expertise that includes a solid foundation in the science of
management.
Access to MIT’s cutting-edge research in business, leadership, and technological
innovation years before that knowledge becomes mainstream.
Cross-industry best practices from renowned faculty and distinguished peers.
Increased ability to support company growth and profitability with leading management
techniques and data-driven approaches.
Key Program Information
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20-month program
Classes every third weekend (Friday/Saturday)
One week-long executive module every six months
One-week international Global Organization Lab (GO-Lab)
Action Learning trip
Classes start on October 20, 2012
MIT Commencement on June 7, 2014
Class of 2014 Tuition: $141,000
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What Distinguishes the MIT EMBA
Program design—The program is designed around a schedule that allows busy executives to
balance work and personal life with a strategic investment in their careers. Weekend classes
(Friday and Saturday) usually meet once every three weeks, with week-long modules every six
months.
Applied learning—MIT’s credo mens et manus (mind and hand) is manifested in action
learning projects centered on both the student’s own organization and outside organizations.
Through team projects every EMBA gains perspective from executives whose industries and
roles differ, resulting in the ability to look at long-standing issues in a broader context. The
student and sponsoring organization leverage the value of the MIT impact right from the start.
Elite peer group—Peers in the program quickly become trusted allies. As experienced business
leaders, each class represents a wide cross-section of industries, roles, and nationalities, resulting
in rich, cross-functional perspectives and productive collaborations.
Faculty expertise—The MIT faculty are influential architects in the creation of management,
finance, innovation, and strategy best practices, and are particularly eager to partner with
Executive MBAs and their firms. During the program, students collaborate with these thought
leaders to develop the advanced management capabilities they need to realize their
organizations’ strategic priorities.
MIT Community—At the heart of the program is the opportunity to join an elite forum for
innovation, collaboration, and leadership. Upon acceptance to the program, every MIT EMBA
gains access to MIT’s tight-knit community of influential thought leaders, Research Centers, and
125,000 alumni.
Program Components
The MIT Executive MBA curriculum combines critical, data-driven analytical approaches with
the fundamentals of business leadership. Drawing on the faculty’s deep expertise in finance,
innovation, global management, and more, the program uses an integrative, action learningbased approach to executive-level management education.
Weekend Sessions
The 26 weekend sessions meet all day Friday and Saturday and are spaced about three weeks
apart. These sessions provide iterative engagement with the program courses and an opportunity
to work with classmates and build on one another’s experiences.
Executive Modules
The four executive modules are each 6-9 days long, and are spread six months apart. They offer
the immersive experience which is typically a benefit of being a full-time student at MIT. The
executive modules combine intensive classwork, collaboration with classmates on projects, and
evening events and speakers that build tight bonds within the class cohort and across the MIT
community.
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Action Learning Projects
Action learning projects are a central component of classes. They provide an opportunity to
immediately apply the methodologies taught to the student’s organization and to industries of
interest. Midway through the program comes Organizations Lab (O-Lab), an opportunity to use
the coursework so far – particularly System Dynamics and Operations Management – to improve
a process in the student’s own organization.
In the final spring semester comes the capstone action learning project, Global Organizations
Lab (GO-Lab). In GO-Lab, students work as part of a small EMBA-only team with an
international company to help them solve a global integration issue. This includes one week at
multiple company sites worldwide for field research and immersion in the company’s challenges.
Electives
During the three electives periods (January ’13, January ’14, and Spring ’14), every MIT EMBA
has an opportunity to explore specific areas of interest more deeply. Electives may vary from
year to year and include advanced topics and cutting-edge research. MIT EMBA students may
also take advantage of cross-registration privileges in MIT’s full-time programs and at Harvard
University.
Course of Study
Over the last half century MIT Sloan has defined the science of management and engineered
innovations that have changed the face of business. System Dynamics, Marketing
Science, McGregor’s Theory X and Theory Y, and the Black-Scholes derivatives pricing model
all began here. During the program you will follow a course of study that emphasize MIT’s
traditions of thought leadership, bold experimentation, data-driven analytics, and direct
application of theory into practice.
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INTEGRATED AND ACTION LEARNING COURSES
Leadership and Integrative Management
Perspectives on Creating, Capturing, and Conserving Value
Deep Dive on the Challenges of a Multinational Organization
Strategic Management of Innovation and Entrepreneurship
New Product Innovation
Entrepreneurial Strategy
Organizations Lab (O-Lab)
Organizational Analysis for Change Initiatives
Implementation amid Organizational Resistance
Features full-semester in-company project
Leading in a Global Context
Macroeconomics: Countries and Regions
Global Markets and Strategy
Global Organizations Lab (GO-Lab)
Organizational Strategies in Emerging Markets
Strategic Analysis of Global Challenges
Features full-semester in-company project
Leading Complex Organizations
Organizational Economics and Strategic Design
Delivering Value Globally and Sustainably
Analytical Frameworks
Applied Economics for Managers
Microeconomics: Firms and Markets
Economic Analysis of Corporate and Policy Decisions
Financial Accounting
Using Accounting Information for Corporate and Investment
Assessment
Financial Statement Analysis
Data, Models, and Decisions
Driving the Business through Best-practice Quantitative Methods
Industry Perspectives and Applications
Introduction to System Dynamics
Systems Thinking and Modeling
Organizational Design and Management in a Dynamic World
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Business Essentials
Leading Organizations
Organizational Behavior
Leading Change
Competitive Strategy
Strategies for Competitive Advantage
Modern Strategic Management
Operations Management
Global Operations Strategies
Supply Chain Management
Financial Management
Corporate Finance and Capital Markets
Risk Measurement and Risk Management
Marketing Management
Market Segmentation
Marketing Strategy
Advanced Elective Courses (Sample)
Power, Influence and Negotiation
The Analytical Edge
Technology Strategy
Risk Management
Law & Strategy for Senior Executives
Marketing Strategy
Advanced Topics in Corporate Finance
Business Analysis Using Financial Statements
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Tuition and Payments
The tuition for the Class of 2014 MIT EMBA Program is $141,000. Tuition is paid over three
calendar years: $32K in 2012; $79K in 2013; and $30K in 2014.
Sample MIT EMBA Tuition Payment Schedule
(Class of 2014)*
Tuition Term
Deposit:
Based on date of
acceptance
decision
Date Due
2012-14 Tuition
No later than August 2012
$10,000
Fall 2012
October 1, 2012
$22,000
Spring 2013
January 1, 2013
$38,500
July 1, 2013
$16,500
Fall 2013
August 1, 2013
$24,000
Spring 2014
January 1, 2014
$30,000
Summer 2013
Total 2012 Tuition
$141,000
*This tuition schedule is provided as sample only. It can and should be modified
based on the amount of financial sponsorship you are negotiating with your
organization. Actual tuition payments will vary from class to class. Travel and
accommodation expenses are not included in tuition fees and will vary based on
location and student preferences.
Corporate Sponsorship
The EMBA program is for organizations who seek a competitive advantage based on exceptional
strategic and operational management. By equipping leaders with advanced management
practices and a broad perspective, companies emerge with the executive leadership needed to
develop and execute winning business strategies for today’s global economy.
The MIT EMBA program design requires that students be employed. The program also requires
approval and support from the EMBA’s manager and organization regarding:
 time out of the office
 applied learning on the job for the duration of the program
 approval for international travel (if applicable)
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The MIT EMBA application process requires a minimum of two letters of recommendation. One
must be from the candidate’s employer, preferably a manager. The letter should address the
candidate’s specific qualifications as an applicant, and should also address the issue of the time
away from the office that will be required for full participation in the program.
It should be noted that the MIT EMBA is one of the most demanding and competitive executive
MBA programs currently available. The program accepts approximately one in four candidates,
making the MIT EMBA one of the most selective top-tier executive MBA in the world.
Therefore completing the application process is not a guarantee of acceptance, but strong
company commitment helps the admissions committee recognize a candidate’s strengths and
potential.
Candidate Commitment
Candidates may want to include a statement of commitment to their sponsoring company.
Sample Candidate Commitment Statement
I am fully aware of the magnitude of the time and financial investment represented by the
proposed MIT EMBA sponsorship. I am fully committed to building capability, capacity and
value at COMPANY over the long term, and feel this is the right step to accelerate my progress
towards this goal.
I am willing to sign an employment contract that would require me to complete a predetermined
and mutually agreed period of service. Failure to meet this expectation would require a level of
reimbursement to the COMPANY.
The mission of the MIT Sloan School of Management is to develop principled, innovative
leaders who improve the world and to generate ideas that advance management practice. As a
result of this transformational learning process, I look forward to applying my expanded
perspectives and skills to achieve our of our organizational goals.
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MIT EMBA COHORT STATISTICS
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2012-14 Program Calendar
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A Sample List of Participating Organizations and Locations *
Accel Mobile Corporation (NY)
Acxiom (AR)
AIG/PineBridge Investments (NY)
Air-Transport IT Services, Inc. (FL)
Airvana, Inc. (MA)
Akamai Technologies (MA)
Allen and Company (NY)
Apple (CA)
Astra Tech, Inc. (MA)
Azimuth Systems, Inc. (NH)
Bahwan CyberTek Inc. (MA)
BBVA (MA)
Beacon Management Consulting (MA)
Beverly Hospital/Northeast Medical Practices (MA)
BMA Capital/Funds (NY)
Boston Device Development, Inc. (MA)
Brigham and Women's Hospital (MA)
Broad Institute of MIT and Harvard (MA)
Burst.it, LLC (MA)
Cancer Care Ontario (Canada)
Canonical (Canada)
Capstone Partners LLC (MA)
Cenegenics Medical Institute (NV)
Ciena Corporation (Canada)
Cisco (MA)
Cognizant Technology Solutions (NH)
Comcast NBC Universal (NY)
CompuCom Systems, Inc. (NJ)
Constant Contact (FL)
Cranehill Learning Services, Inc. (TX)
Dana Holding Corporation (OH)
DirectAthletics, Inc. (MA)
DRS Defense Solutions (MA)
Eastern Bank (MA)
Eli Lilly and Company (IN)
EMC (MA)
EMD Serono, Inc. (MA)
Fidelity Investments (MA)
GE Aviation (MA)
General Dynamics C4 Systems (MA)
Genzyme (MA)
GlaxoSmithKline (Costa Rica)
Goodrich (MA)
Graham Partners (PA)
Grupo Mercado Electronico (DR)
HarbourVest Partners (MA)
Hasbro Inc. (MA)
IBM (CT)
IDEXX Laboratories (ME)
Intellectual Capital Services, Inc. (NY)
John Hancock Financial Services (MA)
JP Morgan Chase (NY, MA)
L-3 Warrior Systems, Insight Technology (NH)
Lahey Clinic (MA)
Liberty Mutual (MA)
Mayo Clinic (MN)
Microsoft (NY)
MIT (MA)
Netsoft USA (NY)
Nexus Properties (NJ)
Partners Healthcare (MA)
Pfizer Pharmaceuticals (PR)
Philips Healthcare (MA)
PQD International (TX)
Reed Elsevier Inc. (MA)
Shell Exploration & Production Inc.(LA)
Siguler Guff and Company (MA)
SIRADEL Canada
State Street Corporation (MA)
Summerhill Venture Partners (MA)
Synchro Ltd. (CT)
Tele-Consultants Inc. (CA)
Thermo Fisher Scientific Inc. (MA)
TM Group (CA)
U.S. Department of Defense (DC, MD)
Vertex Pharmaceuticals (NH)
* 54% of MIT EMBA students travel from outside driving radius.
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Recent Media Coverage
FT.com Feature of the Week: Fresh experiences in the field
By Rebecca Knight
January 9, 2012
Jonathan Lehrich: 'Any EMBA worth its salt has an international trip, but often they come in the form of business
school tourism'
MIT’s Sloan School of Management is launching a capstone course for its Executive MBA programme that involves
on-site, experiential learning at an overseas company, a class that school officials say is an attempt to redefine the
standard “business school junket”.
The course is being introduced at a time when schools that offer EMBAs – masters programmes for working
executives – find themselves in an “arms race” for students as companies cut funding for employees to enroll in such
programmes.
“Any EMBA worth its salt has an international trip, but often they come in the form of business school tourism,”
says Jonathan Lehrich, director of Sloan’s EMBA, which was launched last year. Such trips involve groups of
executives travelling overseas and having a series of meetings with leading corporate executives.
“We don’t do it like that. Our students are doing actual work with actual companies.”
Sloan’s semester-long course, which is known as Global Organisations Lab or Go-Lab, begins in February. Ten
teams of six EMBA students will work with senior managers at companies around the world, helping to solve
specific integration problems.
“We’re working with large cross-border organisations who are doing things well locally but have international
challenges,” says Mr. Lehrich. “Take a healthcare company that does its product research in New Jersey, its stagetwo testing in India, its manufacturing in China, and plans to do its drug launch in Germany. Our students will come
up with solutions to make this a seamless launch.”
For the first two months students will communicate with management teams via email and videoconference. They
will spend about 10 days at the companies’ headquarters.
Although participating companies are not charged a fee for engaging a student team, they must reimburse airfare and
pay for accommodation. “There needs to be investment on both sides,” says Mr. Lehrich.
EMBA programmes have been hit by the economic downturn. Schools charge a premium for these highly profitable
programmes. (Sloan’s EMBA costs about $120,000, in the middle of the price range of programmes at other top-tier
schools.) But in recent years companies have cut funding for employee sponsorship, according to the Executive
MBA Council.
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Only 32 per cent of EMBA students were fully sponsored by their companies in 2009, down 5 per cent from 2005,
and business schools now find themselves in intense competition for students, many of whom are paying out of their
own pockets.
There is increased pressure on schools to “provide a high quality programme” – one with speciality courses and
opportunities for international learning experiences, says Jason Price, director of EMBA World, a New York-based
consulting company specialising in business education. “To reclaim market share, we are going to see more of these
highly innovative, attention-getting classes.”
Full-time MBA programmes are also increasing their emphasis on hands-on, field-based learning. Harvard Business
School has introduced a required course, the Field Immersion Experiences for Leadership Development for its 900
first-year students. The centrepiece of the course, a unit on global intelligence, includes a week-long trip to an
emerging market country where student teams are embedded at a company to develop an idea for a product or
service.
Mr Price says that employers are demanding business graduates with more real world experience.
“A lot of this is driven by industry – employers are saying they don’t want to train graduates on their dime,” he says.
EMBA students, however, tend to be more experienced and most are already employed. Members of Sloan’s EMBA
class have an average of 17 years of work experience.
In Sloan’s Go-Lab programme, the students will act not as consultants but as fellow managers working with
colleagues from other companies. The issues they will tackle – how to operate in a decentralised, virtual team, how
to manage several international markets simultaneously – are problems faced by many global companies.
“Companies are more in need of skilled general managers than they are business strategists,” says José Santos,
senior lecturer of global economics at Sloan.
“A 27- or 28-year-old MBA student can’t really be trained as a general manager, because it’s too early for that. But
students who ... already have 15 or 20 years of work experience can be trained. It’s up to us to bring the training of a
general manager to a much higher level than we have in the past.”
http://www.ft.com/intl/cms/s/2/dcb1b6a6-3632-11e1-a3fa-00144feabdc0.html#axzz1iutubiKK
Copyright The Financial Times Limited 2012.
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Aiming high
By Della Bradshaw
October 24, 2011
At first glance, Damian Blazy is not your typical participant in an Executive MBA programme – an MBA for
working managers. He works at the Pentagon as an energy security analyst, but not long ago he was on active duty
as a fighter pilot.
Yet every third Friday and Saturday he attends classes at the Sloan school at MIT in Boston. The first reason he
gives for studying a management degree will resonate with any engineer or accountant on his course. “I need to
translate between technical issues and writing policy.”
His second reason is learning to save energy. For Blazy this is a bigger problem than for most: the US military is the
world’s largest user of petroleum and increasing the use of biofuels has dramatic consequences. “A lack of energy
can result in casualties,” he says.
The only active service member in his class of the Sloan EMBA, Blazy says the class is made up of folk who are
“quant comfortable [highly numerate] ... They want rigour, they want the cutting edge of data analytics.”
“Quant comfort” is undoubtedly one of the strengths of the Sloan school, part of science and engineering university
MIT, and, as EMBA programmes continue to flourish, many schools are playing to their strengths. At Georgetown
University in Washington DC, famous for teaching law and diplomacy, the McDonough business school has joined
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forces with the Walsh School of Foreign Service and the Spanish business school Esade to run an EMBA that
addresses the socio-political implications of business.
Funded by employers
Two-thirds of alumni surveyed by the FT received some funding from an employer towards the cost of their
Executive MBA.
A third had their fees fully paid; the others only partly.
For more on this story, see the complete text
http://www.ft.com/cms/s/2/2529349e-f92b-11e0-9d4e-00144feab49a.html#ixzz1fOJrN8aD
Copyright The Financial Times Limited 2011
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MIT’s Jonathan Lehrich talks executive MBA with Pimm Fox on Bloomberg TV
I recently appeared on Taking Stock with Pimm Fox on Bloomberg TV (May 18, 2011) to discuss MIT’s new
executive MBA program. I was pleased to have the opportunity to share with Bloomberg’s viewers what makes the
MIT EMBA program unique and how the members of our inaugural class are already applying what they’ve learned
to their jobs in corporate America.
As my colleagues know, I am passionate about education, especially at the MIT Sloan School of Management, so
spending five minutes talking about our program on national TV made my day. Pimm didn’t waste much time and
jumped right into the question I am most often asked, “What is different about MIT’s EMBA program?” Although I
could go on at length in response to this question (and often do), I only had time for a few highlights. Speaking on
behalf of the world’s center of innovation, entrepreneurship, and global leadership, I explained how we have
modernized the MBA degree to meet the evolving needs of highly successful mid-career executives.
Thanks to our analytical approach and focus on experiential learning in the active executive’s schedule, we have
moved away from conventional, passive, case-study-fixated MBA curricula. I believe we may also be the only
EMBA program that continuously strives to achieve the simultaneous strategic integration of learning and working,
propelling the MIT EMBA ahead of other programs that tend to view work and school as parallel but independent
aspects of student life.
Another key element that separates us from other programs is that we recruit the most experienced and successful
executives from cutting-edge firms, most of whom already have advanced degrees. As I stressed to Pimm, our
students don’t need this program to succeed because our students are already successful. Our inaugural class is
comprised of 62 highly motivated mid-career professionals who average 17 years work experience. Next year’s
class, for which we are currently recruiting, will have 10 additional spots. The competition for these spots is fierce
and I am constantly impressed by the caliber of students we attract.
Jonathan Lehrich is Director of the MIT Executive MBA Program
For more on this story, see the complete video
http://mitsloanexperts.com/2011/05/23/mit%E2%80%99s-jonathan-lehrich-talks-executive-mba-with-pimm-fox-onbloomberg-tv/
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Inaugural Class of the MIT Executive MBA Program is Talented and Diverse: ‘These Are
Already Successful People Who Want to Be Able to Do More and Achieve More’
April 25, 2011
CAMBRIDGE, Mass.--(BUSINESS WIRE)--A scientist at a biotech company focused on promising new drugs for
cancer and other diseases, an up-and-coming engineering executive at a laser manufacturer, a former official in the
Bush Administration, and a serial entrepreneur from Silicon Valley are among the 62 students in the first-ever
Executive MBA class at the MIT Sloan School of Management.
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“The diversity of the class is marvelous”
The MIT Executive MBA, a 20-month, limited-residency degree program, is geared towards executives who want to
enhance their management and leadership skills in the context of their current jobs. Competition to get in was stiff:
MIT announced the new program last June, and received over 300 applications. Only 21% were admitted. Members
of the inaugural class have an average of 17 years of work experience; three-quarters of the students are senior
directors or above in their companies, including 15% who hold the title of president, CEO, or chairman; 54% of
students already have an advanced degree. A little over half of the students live in the Boston area, 5% live overseas.
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NEW Executive MBA Program at MIT Sloan
By Louis Lavelle
June 1, 2010
For those of you a little farther along in your careers, there’s some news that may be of interest out of MIT Sloan
School of Management: a new executive MBA program. It’s MIT’s first and only EMBA.
In a release issued today, MIT says the 20-month part-time program “is designed to equip high-potential executives
with the strong foundation of knowledge, skills, and practical experience that will expand their management
capabilities and increase their impact on their organization and the world at large.”
The deadline for the first cohort of about 60 executives is Aug. 15. Students will take part in four eight-day oncampus learning modules, plus 26 weekend sessions. Between sessions, students will take what they’ve learned and
apply it at their companies through individual and team-based projects. Students will also participate in a week-long
“action learning course” called the Global Organizations Lab or GO-Lab, during which they’ll take part in an
intense, team-based consulting project for an organization with international operations.
“We are excited to offer this new format for exceptional employees who are further along in their careers and
seeking a higher level of management education,” says MIT Sloan Dean David Schmittlein in a press release.
“Students in the MBA for Executives Program will gain a competitive edge through MIT Sloan’s deep expertise in
global leadership, innovation, and the science of management, while building a diverse business network that
facilitates cross-industry learning.”
http://www.businessweek.com/bschools/blogs/mba_admissions/archives/2010/06/new_executive_mba_program_at_
mit_sloan.html#share
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Student Testimonials
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"Absolutely fantastic."
"Dynamic, intense to the nth degree, humbling and the beginning of an incredible journey. I
can’t wait to meet the person I am going to become!”
"This program is an excellent way to immediately transform your own work. The exposure to
experiences from other classmates and the professors is invaluable. The frameworks and
class discussions really make you think differently."
"The caliber of professors and of the cohort is fantastic. The program throws you out of your
comfort zone and compels you to think with rigor, grow and stretch intellectually, to draw on
the diverse skills and experience of your teammates, and to discover a whole greater than the
sum of its parts."
"It's like having kids - one of the most challenging experiences that you'll actually enjoy. The
program includes a wealth of diverse and talented individuals that you can learn from, and
presents material and learning opportunities that cause you to change the way that you think
about things."
"The MIT Executive MBA experience has been absolutely remarkable. The program
provides a unique learning experience, combining world class faculty with extremely gifted
and accomplished students who bring expertise from a variety of backgrounds. MIT has
taken a unique cohort approach that is designed to get maximum contribution in the learning
experience from faculty, fellow students and each student as an individual.”
"It will be an intense and rewarding experience. It will change your perception of what it
takes to be a successful business leader more than you expect and in ways you did not
anticipate."
"If you are seriously considering action based learning and looking for a program with high
rigor, brilliant peers, and world-class faculty then the EMBA Program at MIT Sloan delivers
it."
"It is a deep learning environment in which you are submerged in all sorts of learning
experiences, both traditional and non-traditional. The opportunities to increase your
knowledge seem almost limitless.”
"Unique opportunity to learn modern principles of finance, economics and theories with
practical use, to interact with highly professional individuals from different industries, and to
learn tools that help you view the world differently and think strategically about business
opportunities.”
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