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Christian Catalini

Christian Catalini

Theodore T. Miller Career Development Professor

Department: Assistant Professor of Technological Innovation, Entrepreneurship, and Strategic Management

Contact: (617) 253-6727, catalini@mit.edu

Expertise: Accelerators; Angel investing; Angel investing; Apple; Apps; Apps; Big data; Bitcoin; Blockchain; Business plans; Changing work environments; Cloud computing; Competition; Computer industry; Consumer electronics; Crowdfunding; Crowdfunding; Crowdsourcing; Crowdsourcing; Digital economy; Digitization; Entrepreneurial finance; Entrepreneurial finance; Entrepreneurship; Hi technology companies; High technology / Hi-tech; Innovation; Intellectual property; Intellectual property; Internet; Internet security; iPhone; Management of technology; New venture development; New ventures; Online education; Open innovation; Open source software; Patents; Robotics; Robots; Sharing economy; Sharing economy; Silicon Valley; Startups / Start-ups; Technological innovation; Technological innovation; Technology transfer; Telecommuting; Venture capital; Venture capital

Zen Chu

Zen Chu

Department: Senior Lecturer

Contact: (617) 699-4036, zenven@mit.edu

Expertise: Accelerators; Action learning; Affordable Care Act (ACA); Alibaba; Alibaba; Alliances; Angel investing; Apple; Apps; Asia; Asia Pacific; B-school; Big data; Biopharmaceutical; Biotechnology; Business education; Cancer; China; Clinical trials; Cloud computing; Cloud storage; Competitive strategy; Conflicts of interest; Conflicts of interest; Consumer electronics; Convergence; Corporate social responsibility; Cross-cultural awareness; Crowdfunding; Cultural differences; Cyber security; Developing countries; Developing countries, economics; Digital economy; Digitization; eBusiness; eCommerce; eGovernment; Electronic commerce; Electronic media; Emerging businesses; Emerging markets; Entrepreneurial finance; Entrepreneurial finance; Entrepreneurial management; Entrepreneurship; Executive education; Genetics; Genome; Global entrepreneurship; Global entrepreneurship; Hacking; Healthcare; Healthcare delivery; Healthcare operations management; High technology / Hi-tech; Hospital operations management; Incubators; India; Information technology; Innovation; Innovation management; Innovative thinking; Insurance; Intellectual property; International corporate strategy; International entrepreneurship; Internet applications; Internet security; Internet software; Internet strategy; Internet telephony; iPhone; Knowledge management; Knowledge sharing; Lead users; Lead users; Leadership; Leadership; Medical decision making; Medical devices; Medical devices; Medicare; Medicine; Mergers and acquisitions; MOOCs; Multi-drug models; Nanotechnology; New venture development; New ventures; Obamacare; Open innovation; Open source software; Patents; Pharmaceuticals; Predictive analytics; Private equity; Privatization; Product design; Product development; Product innovation; Research and development; Silicon Valley; Silicon Valley; Singapore; Smartphones; Social entrepreneurship; Social networks; Social responsibility; Software; Southeast Asia; Startups / Start-ups; Strategic management; Strategic planning; Strategy; Taiwan; Technological innovation; Technological innovation; Technological innovation; Technology strategy; Technology transfer; Technology transfer; Telecommunications; Thailand; United States; Venture capital; Venture capital; Vietnam; Virtual customer; Web-based marketing; Wireless communication; X-teams

Charles Kane

Charles Kane

Department: Senior Lecturer

Contact: (617) 921-2541, ckane@mit.edu

Expertise: Accounting; Africa; Alliances; Analyst forecasts; Argentina; Asia; Auditing; Banking; Banking marketing; Brazil; Business education; Business ethics; Business intelligence; Business plans; Capital budgeting; Capital controls; Capital market; China; Competitive strategy; Component software technologies; Computer industry; Corporate finance; Corporate governance; Corporate strategy and policy; Cross-cultural awareness; Cultural differences; Data acquisition; Data storage; Derivatives; Developing countries; Disclosure; Distance learning; Downsizing; Earnings manipulations; eBay; eCommerce; Education; Elevator pitch; Emerging markets; Equities; Euro; Exchange rates; Executive education; Financial engineering; Financial services; Financial statement analysis; Foreign investment; Futures; Global entrepreneurship; Globalization; Google; High technology companies; Interest rates; International corporate strategy; International finance; International management; International trade; Internet security; Internet software; Internet strategy; Investment banking; Investor relations; Knowledge sharing; Logistics; MBA; Mergers and acquisitions; Microsoft; Monetary policy; Negotiation and conflict resolution; New ventures; Non-profits / Nonprofits; Online feedback mechanisms; Operations management; Options; Options pricing valuation; Price fixing; Private equity; Process control; Project management; Revenue management; Risk management; Sales force automation; Service industry; Software; Startups / Start-ups; Strategic planning; Supply chain management; Tax policy; Taxation; Turkey; Venture capital

Andrew Lo

Andrew Lo

Charles E. and Susan T. Harris Professor

Department: Professor of Finance

Contact: (617) 253-0920, andrew.lo@mit.edu

Expertise: Analyst forecasts; Angel investing; Applied economics; Applied mathematics; Applied probability; Arbitrage pricing theory; Artificial intelligence; Asset management; Asset pricing; Banking; Banking management; Banking operations and policy; Banking regulation; Bankruptcy; Bayesian networks; Bayesian statistics; Bayesian statistics; Big data; Biopharmaceutical; Biotechnology; Bond markets; Bond negotiations; Bond pricing; Business intelligence; Business plans; Cancer; Capital budgeting; Capital controls; Capital market; CEO compensation; Clinical trials; Consumer behavior; Contagion; Corporate diversification; Corporate finance; Corporate governance; Corporate strategy and policy; Currency; Cyber security; Data acquisition; Data analysis; Data mining; Decision making; Deflation; Derivatives; Disaster recovery; Distance learning; Dividend policy; Dot-com; Drug models; eCommerce; Econometrics; Economic crisis; Economics; Education; Emerging businesses; Entrepreneurial finance; Entrepreneurial management; Equities; Euro; Exchange rates; Executive compensation; Federal Reserve; Financial econometrics; Financial engineering; Financial information technology; Financial information technology; Financial markets; Financial reporting; Financial services; Financial statement analysis; Foreign investment; Futures; Government; Healthcare; Healthcare industry; Hedge funds; Hurdle rates; Inflation; Intellectual property; Intellectual property law; Interest rates; International finance; Internet privacy issues; Intertemporal choice; Investment analysis; Investment banking; Investment risk; Investment strategies; Knowledge sharing; Macroeconomics; Mathematical programming; MBA; Medical decision making; Medicine; Mergers and acquisitions; Mobile banking; MOOCs; Mortgage funds; Mutual funds; Neural networks; New venture development; New ventures; Non-linear dynamics; Online banking; Online education; Online feedback mechanisms; Operations research; Optimal control; Optimization; Options; Patents; Pensions; Personal finance; Pharmaceuticals; Portfolio choice; Portfolio design and management; Private equity; Research and development; Retirement planning; Revenue management; Risk capital; Risk management; Sampling; Securities and Exchange Commission (SEC); Security prices; Simulation; Software agents; Startups / Start-ups; Statistics; Stochastic modeling; Stock exchange; Stock exchange consolidation; Stock market; Stock options; Stock trading; Subprime lending; Trading decisions; Treasuries; Venture capital; Wall Street; Web-based marketing

Stuart Madnick

Stuart Madnick

John Norris Maguire (1960) Professor of Information Technology

Department: Professor of Information Technology and Engineering Systems

Contact: (617) 253-6671, smadnick@mit.edu

Expertise: Big data; China; Cloud computing; Cyber security; Data management; Digitization; Dodd-Frank Act; Enterprise information systems; Facebook; Financial information technology; Financial reporting; Global standards; Healthcare exchanges; Information technology; Intellectual property; Intellectual property; Internet security; Legacy information systems; Management of information technology; MOOCs; Singapore; Social media; Social networks; Social networks; Sociotechnical system; Sociotechnical system; Technology security; United Arab Emirates

Lou Shipley

Lou Shipley

Department: Lecturer

Contact: , shipley@MIT.EDU

Expertise: Angel investing; Asia; Asia Pacific; B-school; Bank regulation; Banking industry; Banking operations and policy; Banking regulation; Big data; Blogs; Blogs; Business education; Business intelligence; Business plans; Business school; Business-to-business marketing; Career development; CEO compensation; Change management; China; Cloud computing; Cloud storage; Compensation; Competition; Competitive strategy; Competitive strategy; Component software technologies; Corporate governance; Corporate governance; Corporate governance; Corporate governance; Corporate strategy and policy; Cross-cultural awareness; Customer incentives; Customer Relationship Management (CRM); Customer relationships; Customer satisfaction; Customer service; Cyber security; Data analysis; Data assets; Data management; Data mining; Data mining; Database marketing; Economic history; Email; Emerging markets; Employee motivation; Enterprise information systems; Entrepreneurial finance; Entrepreneurial management; Entrepreneurship; Europe; European Union (EU); Financial information technology; Financial information technology; Global business practices; Global entrepreneurship; High technology / Hi-tech; High technology companies; Hiring; Incentives; Information systems; Information technology; Initial Public Offerings (IPOs); Innovation; Innovation management; Innovative thinking; Intellectual property; Intellectual property; Intellectual property; Intellectual property; Intellectual property law; Intellectual property strategy; International communication; International corporate strategy; International entrepreneurship; International management; Internet security; Internet software; Inventory; Investment policy; Investor relations; Japan; Job creation; Job creation; Knowledge management; Knowledge management; Knowledge sharing; Leadership; Leadership; Leadership; Legacy information systems; LinkedIn; Logistics; Macroeconomics; Management control; Management of information technology; Management of technology; Managerial economics; Managerial vision; Marketing; Marketing communication; Marketing strategy; Mergers and acquisitions; Mobile banking; Mobile computing; Motivation; Networking; Online banking; Open innovation; Open source software; Optimization; Organizational change; Organizational communication; Organizational communications; Organizational culture; Product innovation; Product loyalty; Product management; Product strategy; Productivity; Recruitment; Regulation; Regulation and policy; Reporting; Risk management; Risk management; Sales; Sales and sales processes; Sales force automation; Sales force management; Sharing economy; Sharing economy; Silicon Valley; Silicon Valley; Social business; Social influence; Social media; Social networks; Social networks; Social networks; Social networks; Software; Software engineering; South Korea; Startups / Start-ups; Strategic management; Strategic planning; Strategy; Supply chain management; Talent management; Teams; Technological innovation; Technological innovation; Technological innovation; Technology; Technology security; Technology strategy; United Kingdom; United States; Venture capital; Venture capital; Virtual customer; Web-based marketing; Web-based marketing; World Wide Web

Catherine Tucker

Catherine Tucker

Sloan Distinguished Professor of Management

Department: Professor of Marketing

Contact: (617) 252-1499, cetucker@mit.edu

Expertise: Advertising; Amazon.com; Apple; Applied economics; Applied microeconomics; Big data; Computer privacy; Consumer marketing; Convergence; Customer incentives; Digital economy; Digitalization; Digitization; Dot-com; eBay; eBay; eBusiness; eBusiness; eCommerce; eCommerce; Econometrics; Economics; eGovernment; Electronic commerce; Electronic communication; Electronic media; Electronic publishing; Facebook; Financial information technology; Flickr; Foursquare; Genetics; Genome; Google; Google; Healthcare exchanges; High technology / Hi-tech; High technology companies; Industrial economics; Industrial organization; Industrial organization; Information technology; Instagram; Intellectual property; Intellectual property; Intellectual property; Intellectual property law; Intellectual property law; Intellectual property strategy; Internet; Internet applications; Internet governance; Internet privacy issues; Internet security; Internet strategy; iPad; iPhone; LinkedIn; Marketing; Marketing communication; Marketing strategy; Microsoft; Mobile banking; MOOCs; MOOCs; Online banking; Online education; Online education; Online feedback mechanisms; Online media; Online shopping; Pinterest; Price fixing; Price fixing; Pricing; Pricing; Privacy issues; Regulation and policy; Skype; Social influence; Social media; Social networks; Strategy; Technological innovation; Technology; Technology security; Technology strategy; Teleconferencing; Tumblr; Twitter; United Kingdom; United States; Web-based marketing; Web-based marketing; World Wide Web; Yelp

Chintan Vaishnav

Chintan Vaishnav

Department: Senior Lecturer

Contact: , chintanv@MIT.EDU

Preparing for the cyberattack that will knock out U.S. power grids – Stuart Madnick

From Harvard Business Review Cyberattacks are unavoidable, but we’re not going to stop using computerized systems. Instead, we should be preparing for the inevitable, including a major cyberattack on power grids and other essential systems. This requires the ability to anticipate not only an unprecedented event but also the ripple effects that it could cause. Here’s an example of second-order effects (though not caused by a cyberattack, they’re a good way to think through what could happen in an attack). In February 2017, an area of Wyoming was hit by a strong wind storm that knocked down many power lines. It took about a week to restore power, due to heavy snow and frozen ground. Initially, water and sewage treatment continued with backup generators. But the pumps that moved sewage from low-lying areas to the treatment plants on higher ground were not designed to have generators, since they could hold several days’ worth of waste. … Read More » The post Preparing for the cyberattack that will knock out U.S. power grids – Stuart Madnick appeared first on MIT Sloan Experts.

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