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Leadership in the management of technology and innovation in business.
Welcome. EMTM InSITE is for prospective and current students, sponsors, alumni and others interested
in Penn's Executive Master's in Technology Management (EMTM). In each issue, we cover timely admissions information, program
highlights and personal perspectives from EMTM students, alumni and faculty. We appreciate your interest and welcome your
feedback and suggestions.
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On the Road: Of Turbines and the Celtic Tiger
Read about the adventures of 35 EMTM students in Ireland as they visited companies during the 2007 Global Experience Program (GEP).
EMTM students learned lessons and gained unexpected insights from how this newly energized tiger employed innovative strategies for
success in such industries as pharmaceuticals, biotech, IT, energy and financial services.
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EMTM Profiles: Transforming Careers
EMTM students come from a broad spectrum of industries, cultures, academic backgrounds and work experience — from across the
country and even around the world. (Zurich, for example!) Find out why they choose EMTM, and what they have to say about its
impact on their work and careers.
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EMTM Life: It Starts Here
In August, more than 40 new students nervously plunged into the latest EMTM orientation. During this four-day immersion into the
EMTM experience, these neophytes learned how to navigate the curriculum, read case studies, explore group styles, bond with their
classmates, and generally prepare for the life of a student — again.
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Industry Insights: The Music Business
Was Napster the salvation of the music industry — or the cyber devil in a blue dress? Wharton marketing professor Pete Fader
tells EMTM alumni how this insular industry misread the signals of a technological revolution in music — and lost potential
millions in the process.
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Executive Panel: Beyond Project Management
Project management, with all of its tools and techniques for helping ensure a successful project outcome, has long been a critical
organizational capability. Organizations are increasingly realizing project management alone is not enough to ensure the appropriate
allocation of capital and human resources and a satisfactory return on that investment. A panel of experts discusses why companies
are focused on developing their program and portfolio management capabilities.
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