Reflecting MIT Sloan’s educational emphasis on teamwork and discussion, the new building features an abundance of gathering places where students and faculty can interact outside of the classroom.
Generous donations from countless MIT Sloan alumni and friends made E62 and the Porter Center for Management Education possible.
With energy-efficient design features, numerous gathering spaces, and classrooms equipped with sophisticated technology, E62 and the Joan and William A. Designed by Santa Monica-based architects Moore Ruble Yudell, E62 was built over the course of three years.
The most energy-efficient building on campus, E62 was designed to function as a “living” structure. In front of the building’s Main Street entrance sits "Ring Stone," a sculpture designed by Chinese artist Cai Guo-Qiang.
Spread over 215,000 square feet, E62 serves as home to the entire MIT Sloan faculty, marking the first time in decades that all faculty members have been housed under one roof. Students and faculty enjoy access to 35 group study and breakout rooms, reflecting the School’s focus on teamwork and discussion-based learning.
One of E62’s most beautiful design features is the 155-million-year-old German limestone that lines the building’s exterior. With the construction of E62, nearly 30,000 square feet of outdoor space was added to MIT’s campus. The $142 million building was largely funded by generous donations from MIT alumni and friends. As the most energy-efficient building on campus, MIT Sloan’s new home is equipped with numerous sustainability features, including a green roof.
Further your business knowledge and skills on a convenient, flexible schedule of your own design.
Build tomorrowa€™s platforms in a way that leverages existing assets to create new forms of growth and value. MIT Sloan Executive Educationa€™s non-degree executive programs are led by senior MIT Sloan faculty and provide business professionals from around the world with a targeted and flexible means to advance their career development goals, while cutting-edge leadership training enables organizations to be better poised for future growth. Companies urgently need to manage their human capital, attracting and retaining the best talent, and education has an increasingly pivotal role to play, Steven Eppinger, deputy dean and professor of management at the MIT Sloan School of Management, tells Charlotte Stoker.


With a shortage of talent a real issue for many employers, companies are increasingly focusing on talent management and the development of high-potential people within their organisation.
Demand for customised executive education programmes has grown significantly as companies realise the strategic benefits they offer. An essential part of executive education is making sure that the learning has the maximum impact in the participant's organisation. Eppinger explains: 'Back in their jobs, the participants work on projects related to the executive education programme, actually applying in their project teams what we teach in the classroom. Through the school's relationship with client companies, Eppinger is well placed to identify what issues are troubling senior executives at the moment. Besides the strong growth in demand for custom programmes, globalisation means increased demand in places such as China and India – markets that MIT Sloan serves through partnerships, as it does in Europe through its relationship with IMD.
Unfortunately, there has been no significant increase in the number of women attending MIT Sloan's executive education programmes, something Eppinger would like to see. While executive education plays an essential part in the talent management strategies of organisations, the business school benefits from its client relationships too. Eppinger says: 'What we teach and write books and articles about today, becomes standard in a few years. There are many different program combinations available when designing the Executive Certificate plan that is right for you. Porter 1967 Center for Management Education serve as the physical and intellectual center of MIT Sloan. The Building the Future celebration honored those generous supporters and continued the momentum they began by bringing together faculty, alumni, and business thought leaders for a dynamic series of events geared toward the future of management and MIT Sloan’s role in shaping that future.
Its features include light-sensitive window shades, motion-sensitive lights, a green roof, and an irrigation system that responds to changes in weather. Measuring 39 feet long and weighing approximately 14 metric tons, the sculpture's interlocked rings represent the spirit of interconnectedness and collaboration that MIT Sloan fosters. Embedded with fossils, the limestone can appear beige, orange, or pink depending on the light. The two main green areas hug the front and back of the building, facing Main Street and the Charles River, respectively.


The roof, which is planted with sedum, absorbs rainwater and reduces runoff and stress on drain pipes. We invite you to learn more about our portfolio of more than 40 short courses (including online programs), executive certificates, and custom programs for organizations.
Central to obtaining such benefits is the relationship between the business school and the client.
For example, a company wanting to upgrade the management capability of its project leaders may discover that this involves improving project management, business and technical skills. Eppinger explains: 'Feedback is an ongoing process, ensuring that the programme remains relevant.
MIT Sloan has developed an action learning approach that involves following up classroom sessions with project activities. There is, however, an increase in the number of younger managers on programmes related to entrepreneurship. Although you have four years to complete your certificate, many people choose to do so in one short visit.
Built over the course of three years, our flagship building marks the beginning of an overall revitalization of the MIT Sloan campus and provides a dynamic platform for cross-disciplinary collaboration by bringing together our entire faculty under one roof. It also encourages natural habitat creation and helps filter pollutants and carbon dioxide out of the air. This works particularly well for programmes that are modular – participants are at the school for a week or two, go back to their jobs and then return to MIT Sloan again for another week or so. A third concerns how to become more innovative and achieve greater impact through innovation.
Finally, there is the perennial issue of leadership, thinking about what characteristics leaders should have, and upgrading leadership skills.




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