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Sloan School of Management

Essential IT for Non-IT Executives

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IT is from Venus, Non-IT is from Mars with George Westerman

Next dates

Nov 12—13
2 days
Cambridge, Massachusetts, United States
USD 3700
USD 1850 per day

Description

For non-technical business leaders and corporate strategists, IT can be a source of much frustration. In many companies, the relationship between IT departments and business leaders is like a troubled marriage—miscommunication is rife, leaving executives struggling to improve the situation. This course is intended to help organizations develop a language shared by managers from various backgrounds and areas of expertise, so they can work together efficiently and productively, propelling the company toward future success.

Do you feel as though everything regarding IT takes too long and costs too much? Do you lack the language and instincts to make good decisions regarding IT? Is your company falling behind the competition in your use of technology? Essential IT for Non-IT Executives offers essential IT management training to help non-technical senior business managers work with, oversee, and generate value from IT. Drawing on MIT Sloan research, faculty present strategies for instituting a working relationship between IT managers and business managers based on transparency—clear communication about IT performance and decision processes. The program is not meant to make an IT specialist out of every manager, but to make every manager confident in resolving IT issues and working with IT staff to make better decisions and to deliver better process change. This IT management course will help you optimize your role in the use of essential technology for competitive advantage.

Participants in this program will learn where IT is going, where it fits into their organizations, and how to govern it well. Managers will walk away thinking differently, being able to talk differently with the company's IT professionals, and armed with real-life examples they can use to adjust and improve their organizational processes. Namely:

  • How to design processes to use IT better
  • How to work with IT people to make better decisions
  • How to drive transformational change throughout the organization

Key areas of discussion will include:

  • Governance: Effective IT management requires active involvement from both business and IT managers. A firm understanding of roles and responsibilities for specific decisions will help minimize potential areas of conflict.
  • Discipline: IT cannot be everything to everybody. It is essential to set realistic goals and to manage everyone's expectations throughout any IT-related initiative. Discipline is essential in getting business value from IT.
  • Organizational Architecture: A well-managed, standardized platform is the foundation of IT effectiveness, risk management, and agility.
  • Transparency:Transparency is key to better decision-making and business value from IT. Managers should identify specific issues a company needs to solve through IT, define and follow assigned milestones, and keep close track of success metrics.
  • People and Culture: IT is more than just a technology challenge. Don’t forget the people and culture. Simply understanding the vocabulary and knowing how and whom to ask IT-related questions can help non-IT managers make great strides toward organizational change.

Sample Schedule—Subject to Change

DAY 1 SAMPLE

  • 07:45AM - 08:30AM Registration and Continental Breakfast
  • 08:30AM - 12:30PM Welcome and Introduction, IT as a Foundation for Execution, The Value of Effective IT Oversight
  • 12:30PM - 01:30PM Networking Lunch
  • 01:30PM - 05:00PM Portfolio Management and IT Savvy, IT and Business Change Management, Day 1 Summary
  • 05:00PM - 06:00PM Reception

DAY 2 SAMPLE

  • 07:45AM - 08:30AM Continental Breakfast
  • 08:30AM - 11:45AM Welcome Back and Preview of Day 2, Managing IT Risk Strategically, Architecting Agility
  • 11:45AM - 12:45PM Networking Lunch
  • 12:45PM - 03:30PM How Top Performing Firms Govern IT, Plotting Your Course with the Frameworks

Who should attend

This program is designed for line managers and corporate strategists who want a better handle on their role in IT oversight and management. The material is especially relevant for non-technical managers with IT responsibilities. In turn, IT managers will gain a better perspective on how to work productively with the company's senior executives. In fact, we strongly encourage participants to attend this program in tandem or as teams of IT and non-IT managers. Away from the habitual patterns of everyday work, colleagues learn to collaborate in ways they've never thought possible. Past participants have included senior managers at the division or corporate level:

  • CEOs
  • Corporate and strategic planners
  • Presidents
  • EVPs
  • COOs
  • VPs of operations

Experts

George Westerman is a Principal Research Scientist with the MIT Sloan Initiative on the Digital Economy. His research and teaching focus on digital technology leadership and innovation. He serves as a Board member for the Technology Business Management Council, Co-Chair of the annual MIT Sloan CI...
Jeanne W. Ross directs and conducts academic research that targets the challenges of senior level executives at CISR's more than eighty global sponsor companies. She studies how firms develop competitive advantage through the implementation and reuse of digitized platforms. Her work has appeared ...
Barbara joined MIT Sloan in June 2013 to serve as a Principal Research Scientist for MIT Sloan’s Center for Information Systems Research (CISR). MIT CISR is funded by 85 corporate sponsors and patrons, and undertakes practical research on how firms generate business value from digitization. Barba...

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