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  • This is one of the oldest ideas in management: that there is a tradeoff between “specialization” and “integration” -- an organization cannot have in depth functional knowledge at the same time that it has in depth product knowledge -- (I think of the above as mapping the focus of attention of the firm) --
    The “easy” solution is to put in place either teams or the matrix organization. But notice that nothing is for free. Teams will increase coordination, the matrix form will surface conflicts, but choosing to be in an intermediate position will shift the organizations attention. In the worst case, knowledge about one dimension will degrade as key individuals spend all their time on teams. (This seems to have happened to Chrysler, which moved aggressively to adopt a team structure, initially got huge benefits because it was exploiting a strong functional base but which is now experience serious quality problems as functional skills degrade.)
  • Research Lab Strategy: Envisioning, Financing ...

    1. 1. Research Lab Strategy: Envisioning, Financing, & Orchestrating Research @ MIT IAP 2003 ~ 1/17/03 Joost Bonsen jpbonsen@alum.mit.edu http://web.media.mit.edu/~jpbonsen/
    2. 2. Orchestrating FinancingEnvisioning MIT Research Lab Strategy Triad
    3. 3. Why “Strategy”? • Because aspire to both understand & improve how research is undertaken • Particularly interested in how the few influence the many to accomplish bold goals – Lab Group – Center & Department – Institution-wide
    4. 4. Topics Covered Include – University Research Agendae, Sponsor Relations, Faculty Reinvention, Lab Founding, Lab Mergers & Splits, Hiring & Tenure Decisions, Major Research Initiatives, Lab Culture & Community
    5. 5. • Where we are? • Where we’ve been? • Where we’re going?
    6. 6. MIT Institutional Context • Hundreds of Labs • Research Volume • Periods of Growth & Stability
    7. 7. Hundreds of Research LabsAcoustics and Vibration Laboratory Actinide Research Group Active Materials and Structures Laboratory (AMSL) Aero-Environmental Research Laboratory Aeronautical Systems Laboratory Aga Khan Program for Islamic Architecture Age Lab Alewife Project Alliance for Global Sustainability Artificial Intelligence Laboratory (AI Lab) Artificial Muscle Project (AI Lab) Auto-ID Center Bates Linear Accelerator BioInstrumentation Laboratory Biopolymers Laboratory Biotechnology Process Engineering Center (BPEC) Building Technology Program MIT Cadlab Center for Advanced Educational Services (CAES) Center for Advanced Nuclear Energy Systems (CANES) Center for Advanced Visual Studies (CAVS) Center for Biological and Computational Learning Center for Biomedical Engineering Center for Cancer Research Center for Computational Research in Economics and Management Center for Coordination Science (CCS) Center for eBusiness@MIT Center for Educational Computing Initiatives (CECI) Center for Electromagnetic Theory and Applications Center for Energy and Environmental Policy Research (CEEPR) Center for Entrepreneurship Center for Environmental Health Sciences Center for Environmental Initiatives Center for Global Change Science Center for Information Systems Research Center for Innovation in Product Development Center for International Studies Center for Learning and Memory Center for Magnetic Resonance Center for Materials Research in Archaeology and Ethnology Center for Materials Science and Engineering Center for Real Estate Center for Reflective Community Practice Center for Space Research Center for Technology, Policy and Industrial Development Center for the Study of Diversity in Science, Technology and Medicine (CSD) Center for Theoretical Physics Center for Transportation Studies d'Arbeloff Laboratory for Information Systems and Technology Design Technology Division of Comparative Medicine Draper Laboratory Droplet Based Manufacturing Laboratory Earth Resources Laboratory eBusiness@MIT Edgerton Center Electroceramics Group Electron Microprobe Laboratory Energy Laboratory Engineering Systems Division Environment Health and Safety MIT Enterprise Forum Entrepreneurship Center Environmental Technology & Public Policy Program Ethics Center for Engineering and Science Experimental Petrology Laboratory e-WORLD at MIT Flight Transportation Laboratory Fluid Dynamics Research Laboratory Fluid Mechanics Laboratory Francis Bitter Magnet Laboratory Garrity Lab Gas Turbine Laboratory Geodesy and Geodynamics Laboratory Germany Program Global Airline Industry Program Global System for Substainable Development Guarente Lab Haystack Observatory Health Sciences and Technology House_n: The MIT Home of the Future Project Human Genomics Laboratory Human-Machine Systems Laboratory Humanoid Robotics Project (The Cog Shop) Hurricane Lab Image and Meaning Initiative Impact and Crashworthiness Laboratory Industrial Liaison Program Industrial Performance Center Information Systems Infrastructure Systems Development Institute for Work and Employment Research Intelligent Transportation Systems Program Inter-University Committee on International Migration MIT-Japan Program Joint Program on the Science and Policy of Global Change Jonathan King Lab JP NET Project Laboratory for Computer Science (LCS) Laboratory for Electromagnetic and Electronic Systems Laboratory For Energy and the Environment (LFEE) Laboratory for Experimental and Computational Micromechanics (LEXCOM) Laboratory for Financial Engineering Laboratory for Human and Machine Haptics Laboratory for Information and Decision Systems (LIDS) Laboratory for Manufacturing and Productivity Laboratory for Nuclear Science Larch Leaders for Manufacturing Program Lean Aerospace Initiative Leg Lab Libraries Lincoln Laboratory Management of Technology Program Man Vehicle Laboratory Marine Hydrodynamics Lab Massachusetts Space Grant Consortium Materials Processing Center McGovern Institute for Brain Research Media In Transition Media Laboratory Mellon-MIT Inter-University Program on NGOs and Forced Migration Microphotonics Center Microsystems Technology Laboratories (MTL) Microwave Subnode MIT/AGS Consortium on Environmental Challenges MIT/WHOI Joint Program in Oceanography Mobile Robotics Group (AI Lab) Multiscale Computing Project at LCS NanoMechanical Technology Laboratory NanoStructures Laboratory Nondestructive Evaluation Laboratory Nonlinear Systems Laboratory Nuclear Reactor Laboratory NuMesh Group at LCS Ocean Engineering Fabrication Laboratory Operations Research Center Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    8. 8. Research Volume • $750 M/year @ MIT, Lincoln, Whitehead • 1000 patents in portfolio • ~400 disclosures/year • ~100-150 patents/year granted • ~50-100 licenses/year • 12-24 companies/year founded • Thousands of publications/year • Dozens of MIT-related Nobelists (total) – http://web.mit.edu/newsoffice/nr/nobels.html http://web.mit.edu/tlo/www/fy01.html Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    9. 9. http://web.mit.edu/ir/pop/index.html
    10. 10. http://web.mit.edu/ir/financial/financial_images/operating_expenses.jpg Follow the Money Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    11. 11. Financials http://web.mit.edu/facts/financial-data.html 2001 Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    12. 12. Research Sponsorship http://web.mit.edu/facts/research-at-mit.html 2000 200170% Government, 20% Industry Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    13. 13. http://web.mit.edu/ir/financial/re/
    14. 14. Legacy of Institutional Leadership • Founding Vision • Organizational Strength • New Tech • Schools Structure – Strong Science • SHASS & Sloan • Rad Lab  RLE
    15. 15. How is MIT Organized? • Administration vs Academic • Schools & Departments • Centers, Labs, Programs • Faculty Groups • Alliances, Consortia, etc Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    16. 16. http://web.mit.edu/communications/orgchart/reporting.html Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    17. 17. Key Organizational Drivers • Schools & Departments – Disciplinary Hiring, Promotion & Educational Administration, Degrees Granted • Centers & Labs – Interdisciplinary Research Collaborations, Spatial Organization & Sponsorship Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    18. 18. Matrix of Schools vs Centers Eng Sci Arch SocSci Sloan AI/LCS EECS, MechE Math Cancer ChemE Biology, Chem Media EECS MAS Music Mkting IPC Urban Econ, PolySci Strategy, Finance eBiz BCS MAS Mkting, MTI, Fin Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    19. 19. http://web.media.mit.edu/~jpbonsen/MIT-Emerging-Technology-Matrix.htm
    20. 20. http://web.mit.edu/deshpandecenter/
    21. 21. Financial Projections
    22. 22. Capacity per Student
    23. 23. Fundraising Campaigns are Crucial Shift from Federal to Private Support Corporate & Individual
    24. 24. University Finances
    25. 25. Infrastructure http://web.mit.edu/evolving/projects/cogsci/index.html http://web.mit.edu/aeroastro/www/ http://web.mit.edu/evolving/
    26. 26. Building 20: Magical Incubator 20 1996
    27. 27. http://web.mit.edu/buildings/statacenter/ Stata Center ~450,000 ft-sq
    28. 28. The New Sloan (so far)
    29. 29. AI Lab as Example • Periods of growth and stability • Big Labs ~$10-30M/year • Faculty $ Research Volumes widely distributed
    30. 30. $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 fy75 fy76 fy77 fy78 fy79 fy80 fy81 fy82 fy83 fy84 fy85 fy86 fy87 fy88 fy89 fy90 fy91 fy92 fy93 fy94 fy95 fy96 fy97 fy98 fy99 FY00 ARTIFICIAL INTELLIGENCE LABORATORY RESEARCH VOLUME FY75-FY00 Source: Rod Brooks
    31. 31. $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 LNS PFC RLE BIO ML CSR LCS AA EAPS AIL CHEM CCR ME PRIMARY & SECONDARY RESEARCH VOLUME BY DEPARTMENT/LABORATORY/CENTER FY 2000 Source: Rod Brooks
    32. 32. $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 RAB HES WELG TK WD TP GJS GAP BK LPK RD JKS HH PAV IM OF LAS TD EHA ARTIFICIAL INTELLIGENCE LABORATORY RESEARCH VOLUME CONTRIBUTORS FY 2000 Source: Rod Brooks
    33. 33. Funding Profiles • 35% industrial funding • ~$1.8M in reserve • NTT is five years – $1M directly in research funding to AI Lab – + first year fellowships • Oxygen is five years – $1.6M directly in research funding to AI Lab – + some salary support – Nokia, Philips, Acer, Delta, Hewlett-Packard + NTT • Compaq, Merrill-Lynch, Samsung, Sapient Source: Rod Brooks
    34. 34. Faculty Profiles • Four (or five) untenured faculty within the Lab • Faculty slots open in EECS – i.e. at Departmental level Source: Rod Brooks
    35. 35. Space • May get some transition space before move into the Stata Center – possibly in Tech Square • Stata Center move repeatedly rescheduled • Planning space layout is very politically charged Source: Rod Brooks
    36. 36. Possible AI Lab Spaces • bio labs • vision labs that need controlled lighting • controlled lighting vision lab -- fully enclosed, no windows • holodeck space -- fully enclosed, no windows • humanoid robotics lab • motion capture vision lab - multiple cameras, people moving about • instrumented rooms • surgical lab (controlled lighting) • human subject gait and motor control (manipulandum) • biorobotics lab • medical vision lab • sound lab Source: Rod Brooks
    37. 37. Opportunities New building  New physical layout  New intellectual layout  What lab spatial, logistical & intellectual recombinations?
    38. 38. 3 Basic Scenarios 1. More of same 2. Thoughtful shifts & modest recombinations 3. Radical restructuring
    39. 39. Why Merge Labs? • Operational Efficiency • Concerted Fundraising & Grantcrafting • Aligning Related Research Areas
    40. 40. Space Use Aspirations • Efficiency of co-location • Serendipity of easy mixing • Capacity for recombination • Supporting actual research
    41. 41. Important Operational Intangibles • GSB / GSL • Dangerous Ideas • Big lectures • Small seminars • Faculty lunches • Group meetings
    42. 42. Inspiring Faculty Reinvention • Totally new research themes or modest shifts? • Differentiating selves from others • Top global expertise • Frequency ~ once or twice/decade
    43. 43. Unifying Research Themes • Living Machines • Conceptualizing Complexity • Genomic Semantics • Cellular Robotics …
    44. 44. Blunt Worries • LCS seems internally disorganized, why should AI merge? • AI Lab is about the right size, why merge? • The “LCS” & “AI Lab” brands are great, why kill these?
    45. 45. “Deep Structure” Leadership Formal Structure Incentives/Political Structure Culture/Individual Mental Models
    46. 46. Is there a Fundamental Tradeoff? Functional focus Customer focus? Product focus? Geographic focus
    47. 47. Mapping MIT’s Triad of Activities to this Sloan Matrix 1. Research – Compelling Questions – Faculty Strengths – Focused Centers 1. Education – Rigorous Classes – Degree Programs – Professional Tracks 1. Extracurriculars / Community – Student Clubs – Strategic Conferences – Startup Companies http://web.mit.edu/committees/sll/tf.html
    48. 48. MIT’s n-Dimensional “IdeaSpace” Themes Disciplines Technologies Phase Timing Activities Programs Levels Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    49. 49. MIT Activities x Emerging Technologies Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    50. 50. MIT Matrix 1. Info 2. Bio 3. Tiny 4. Compl’x 5. Develop’l MIT Research LCS/AI, Media, eBiz, Mkting POPI, CBE, Whitehd , McGrn MTL, ISN, MicroPht, MPC CEEPR, Sloan, AGS Digital Nations, TDP, Globalization, MISTI Academic Courses 1, 6, 18, MAS HST, BE, 6, 7 3, 5, 6, 7, 8, 16 SDM, 6, 13, 14, 15, 16, 17, 21 1, 4, 5, 6, 7, 11, 15, 17 Extra- curriculars MediaT ech Bio- Strategy TinyTech Consulting SEID, ATF MIT Alum Startups Akamai, Dir’ctHit Amgen, Biogen Gen’tec Surface- Lgx, eink, Angstr’m HP, Raytheon AfricaOnline, Evergreen Solar http://web.media.mit.edu/~davet/notes/emerging-tech-mit.html
    51. 51. Richly Interwoven MIT Themes 2. BioTech 3. TinyTech 1. InfoTech 4. Complex Systems 5. Developmental Innovations Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu
    52. 52. MIT Activity x Timing of Experience Themes Disciplines Technologies Phase Timing Activities Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Levels Econ Industry Firm Group Individual
    53. 53. Mapping Sloan Actions to Timing of the Total Student Experience Research Education Extra- curriculars Infra- structure Support Appli- cation Matri- culation First Semester Formative Semester(s) Final Semester Grad- uation Alum Research Seminars Thesis Career Development Emerging Technology Awareness Core Track Electives On-Campus Facilities Social Space Reunions ExecEd Facilities Community of Practice Knowledge Updates ExecEd Modules
    54. 54. Sloan Strategic Themes x Disciplines Themes Disciplines Technologies Phase Timing Activities Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Levels Econ Industry Firm Group Individual
    55. 55. Unifying Strategic Themes Global Development Effective Leadership Transformative Innovations Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Classic MIT Sloan Disciplinary Strengths UnifyingStrategicThemes MIT Sloan
    56. 56. Classic Disciplinary Strengths Global Development Entrepreneurial Effectiveness Transformative Innovations Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Classic MIT Sloan Disciplinary Strengths MIT Sloan
    57. 57. MIT Sloan Capabilities Global Development Effective Leadership Transformative Innovations Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Classic MIT Sloan Disciplinary Strengths UnifyingStrategicThemes MIT Sloan Matrix Sloan Matrix
    58. 58. Sloan Matrix Global Development International Mgt Global Value Chains, TechMaps Entrepreneurial Policy Effective Leadership Financial Engineering, Management Business Dynamics Tech-Biz Ventures Transformative Innovations Virtual Customer Tech Strategy Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Classic MIT Sloan Disciplinary Strengths UnifyingStrategicThemes Innovation Global Leadership Venture Finance
    59. 59. Sloan Disciplines x Levels of Analysis Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    60. 60. Faculty Interests @ Levels of Analysis Economic Growth Market Differentiation Venture Capital Valuing IP Trader Psychology Global Supply Chains Technology Roadmaps Business Dynamics Marketing- Engineering Links Buyer Decision-Making Global Strategy Technology Strategy Entrepreneurial Culture Group Dynamics Inventor Ethos Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea
    61. 61. Levels x Discipline Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Economic Growth Market Differentiation Venture Capital Valuing IP Trader Psychology Global Supply Chains Technology Roadmaps Business Dynamics Marketing- Engineering Links Buyer Decision-Making Global Strategy Technology Strategy Entrepreneurial Culture Group Dynamics Inventor Ethos
    62. 62. Innovation Observatories: At Various Levels of Analysis… Economy Sector Firm Group Individual Geography Market/Tech Organization Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases
    63. 63. Innovation Observatories: Further Possibilities Economy Sector Firm Group Individual Geography Market/Tech Organization Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases Global Development Observatory Venture Capital Observatory Creative Communities Observatory Decision Neuropsychology Lab Social Network Observatory
    64. 64. Sloan Disciplines x Phase of Venture Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    65. 65. Mapping Faculty in Disciplines to Phases of Venture Development Strategy MTIE Org/HR Finance Marketing Operat’ns Prod Dev Ideation Invention Incorporation Investment s Sales Profitabilit y Escalation
    66. 66. Sloan Disciplines x Emerging Tech Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    67. 67. Mapping Sloan Faculty to MIT’s Emerging Strategic Tech Sectors 1. Info Tech 2. Bio Tech 3. Tiny Tech 4. Comp’x Systems 5. Develop’t Innovations Strategy MTIE Org/HR Finance Marketing Operat’ns Prod Dev
    68. 68. MIT Activities x Degree Programs Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    69. 69. Undergraduate Students Total Undergraduate Enrollment 4,300 First-year Undeclared Second-year Special Undergraduate Student 1,055 11 8 Architecture and Planning 68 Engineering 2,011 Humanities and Social Science 142 Management 220 Science 785
    70. 70. Graduate Students Total Graduate Enrollment 5,672 Master Doctoral Special Architecture and Planning 358 184 11 Engineering 1,408 1,096 50 Humanities and Social Science 21 290 4 Management 788 119 14 Science 31 935 8 Whitaker College 5 276 10 CAES - - 64
    71. 71. MIT’s n-Dimensional “IdeaSpace” Themes Disciplines Technologies Phase Timing Activities Programs Levels Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual
    72. 72. Transformative Innovations, Emerging Hard & Soft Technologies, Disruptive Challenges Global Business Strategy, Accelerating International Development Effective Organizations, Culture-Crafting Entre- & Intra- preneurial Leadership Technology Entrepreneurship & Strategy Dynamics Dynamic, Networked Organizations Developmental Innovations, MicroFinance Innovation Global Leadership Core Sloan Themes
    73. 73. Innovation Global Leadership Global Development & Corporate Citizenship Leadership Initiative Entrepreneurship Center Sloan Innovation Institute Emerging Sloan Initiatives
    74. 74. Driving the Innovation Process Leading Innovative Global Enterprises Leading Emerging Technology Ventures Innovation Global Leadership Transforming Organizations: IT Strategy & Organizational Architecture Global Technology & Developmental Entrepreneurship Leading Change, Corporate Renewal Executive Education Platforms
    75. 75. Lab Foundings • Faculty Research Groups till WWII • Radiation Lab “RadLab” • Research Lab for Electronics (RLE) RLE  Project Mac  LCS & AI  LAICS Servomech  LIDS  Lincoln  MITRE
    76. 76. Lab Recombinations & Reinventions • Media Lab NIF  TTT  CBA
    77. 77. News in the Future Things That Think Cars? Toys? Food? Tags? Printing? Healthcare?
    78. 78. News in the Future Things That Think CI TOT Penny Tags Printed PC SIGs
    79. 79. News in the Future Things That Think CI TOT Penny Tags Printed PC
    80. 80. News in the Future Things That Think CI TOT Penny Tags Printed PC Penny PC Silicon Biology Personal Fabrication IPID
    81. 81. News in the Future Things That Think CI TOT Penny Tags Printed PC Penny PC Silicon Biology Personal Fabrication IPID How To Make (Almost) Anything The Nature of Mathematical Modeling The Physics of Information Technology Silicon Biology Quantum Computing Nanofab, Biofab, Macrofab Center for Bits and Atoms from atomic nuclei to global networks
    82. 82. Informal Cross-Disciplinary Links • Science & Engineering Business Club – Technology & Entrepreneurship Forum • MIT TechLink – Campus-Wide Graduate & Alum Connections MBAEE MatSci ChemE
    83. 83. Joint Sloan-MIT Lectures
    84. 84. MIT-Related Companies ~ US$250 Billion in Market Valuation
    85. 85. Cross-Disciplinary Initiatives & Emerging Research Themes • Systems Biotechnology • Neurotechnology • Developmental Innovations • Pervasive Computing
    86. 86. Systems Biotechnology “Campus-wide activity that links biology, computer science and engineering in a multi-disciplinary approach” http://csbi.mit.edu/
    87. 87. Systems Biotechnology: Engineering Inspiration from Biology • Ribosomes • Flagellar Motors • Muscles • … http://www2.physics.ox.ac.uk/biophysics/Intro.html http://www.rae.org/revev6.htmlhttp://www.rcsb.org/pdb/molecules/pdb10_1.html http://www.ai.mit.edu/people/tk/ce/flagella-s.gif http://gened.emc.maricopa.edu/bio/bio181/BIOBK/BioBookAnimalTS.html http://www.kapili.com/f/art/filament1.gif
    88. 88. Brain & Cognitive Sciences; Increasingly, Neurotechnology McGovern Institute for Brain Research Martinos Imaging Center Picower Center for Learning & Memory BCS Department RLE, AI Lab… Patrick McGovern & Lore Harp McGovern http://idg.com/www/docs.nsf/docs/McGoverns?OpenDocument&region=WW                                                                                 
    89. 89. Neurotechnology: Decision, Emotion, & Habit Analysis http://lfe.mit.edu/media/snow04-08-02.htm Psychophysiology of Real-time Trading http://web.mit.edu/alo/www/Papers/repin.pdf http://affect.media.mit.edu/AC_research/images/AC_system_sketch2.jpg Affective Computing
    90. 90. Emerging Research Theme Example • Undergrad research opportunities • Multi-school faculty • New categories of sponsors • Broader MIT Research Initiative http://courses.media.mit.edu/2002fall/de/UROP/
    91. 91. Developmental Innovations: Penny Diagnostics • Disease • Contamination • Analogous to pH or Litmus paper • Telediagnostics http://gn.www.media.mit.edu/resenv/telemed/ http://www.media.mit.edu/nanoscale/research/sensors.html
    92. 92. Pervasive Computing: Project Oxygen • Human Centered Computing • Acer, Delta, HP, NTT, Nokia, Philips, darpa http://oxygen.lcs.mit.edu/
    93. 93. Collaboration Drives Revitalization • Oxygen collaboration • LCS & AI Links • Faculty Research Agendae • Shared Infrastructure
    94. 94. Organizational Strategy
    95. 95. Strategy Lattice Mission & Vision Strategic Tactical Operational Everyday Actions Enduring Over Long Term From Quarterly to Yearly From Weekly to Quarterly Connecting Moment- by-Moment to Weekly And Monthly
    96. 96. Strategy Lattice Overall Vision Everyday Action
    97. 97. Organizational Levers Leadership StructureIncentives CultureTalent Source: Rebecca Henderson & Bob Gibbons
    98. 98. Get the Levers To Deeply Embrace the Lattice x Leadership Structure Incentives CultureTalent Actions Tactics Operations Strategy Vision
    99. 99. Organizing within MIT Context • MIT Triad – Research – Education – Extracurriculars a.k.a. Community • Our Demographics and “Competition”

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