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William Aulet

William Aulet

Department: Senior Lecturer

Contact: (617) 253-2473, aulet@mit.edu

Expertise: Accelerators; Action learning; Alternative energy; Angel investing; Apple; Apple; Apps; B-school; Blogs; Business education; Business education; Business plans; Business process modeling; Business school; Business-to-business marketing; Canada; Change management; Clean energy; Compensation; Compensation; Competition; Competition; Competitive strategy; Computer industry; Computers; Conflicts of interest; Conflicts of interest; Consumer behavior; Corporate governance; Corporate governance; Corporate governance; Corporate incentives; Corporate strategy and policy; Crisis management; Crowdfunding; Crowdfunding; Crowdsourcing; Crowdsourcing; Cultural differences; Customer incentives; Customer satisfaction; Disclosure; Distributed leadership; Diversity; Economic development; Education; Electronic media; Elevator pitch; Emerging businesses; Employee motivation; Employee termination; Energy; Energy efficiency; Entrepreneurial finance; Entrepreneurial management; Entrepreneurship; Environment; Environmental leadership; Environmental policy; Ethanol; European Union (EU); Executive education; Experimental design; Fracking; Gas; Global climate change; Global entrepreneurship; Global entrepreneurship; Global warming; Google; Hiring; Hybrid organizations; Hydraulic fracturing; Incentives; Incubators; Initial Public Offerings (IPOs); Innovation; Innovation management; Innovative thinking; Intellectual property; Intellectual property; International entrepreneurship; International marketing; Investor relations; Job creation; Lead users; Leadership; Leadership; Leadership; LinkedIn; Management control; Management education; Managerial communication; Managing adversity; Managing diversity; Market research; Marketing; Marketing strategy; MBA; Medical devices; Mergers and acquisitions; Microsoft; Middle East; MOOCs; MOOCs; Motivation; Motivation; Natural gas; New venture development; New ventures; New Zealand; Non-linear dynamics; Nonlinear dynamics; Nuclear power; Oil; Online education; Open innovation; Organizational behavior; Organizational change; Organizational communication; Organizational communications; Organizational culture; Organizational design and performance; Organizational learning; Organizations; Patents; Positioning; Pricing; Product design; Product development; Product innovation; Product loyalty; Product management; Product strategy; Public utilities; Recruitment; Research and development; Robotics; Sales; Silicon Valley; Silicon Valley; Social entrepreneurship; Solar power; Startups / Start-ups; Stock options; Stock options; Strategic management; Strategic planning; Strategy; Sustainability; System dynamics; System dynamics; Technological innovation; Technological innovation; Technology; Technology transfer; Twitter; United Kingdom; United States; Valuation; Valuation; Venture capital; Water; Wind power

Sharmila Chatterjee

Sharmila Chatterjee

Department: Academic Head, Enterprise Management Track Senior Lecturer, Marketing

Contact: (617) 253-8214, schatterjee@mit.edu

Expertise: Brand management; Business intelligence; Business intelligence; Business plans; Channel management; Channels; Competition; Competitive strategy; Competitive strategy; Customer Relationship Management (CRM); Customer relationships; Customer satisfaction; Customer service; Education; Executive education; International marketing; Market research; Marketing; Marketing channels; Marketing communication; Marketing strategy; MBA; Positioning; Pricing; Product design; Product development; Product loyalty; Public relations; Retail; Sales; Sales and sales processes; Sales and sales processes; Sales force automation; Trust-based marketing

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

Paul Osterman

Paul Osterman

Nanyang Technological University Professor

Department: Professor of Human Resources and Management

Contact: (617) 253-2667, osterman@mit.edu

Expertise: Changing workforce; Collective bargaining; Compensation; Compensation; Discrimination; Downsizing; Downsizing; Employment relations; Employment relations; Future of work; Future of work; Hiring; Industrial relations; Industrial relations; Job creation; Labor market policy; Labor relations; Labor standards; Minimum wage; Minimum wage; Organizations; Sociology; Spain; Training; Training programs; Unemployment; Unemployment; Urban poverty; Urban poverty; Worker / management relations

Roberta Pittore

Roberta Pittore

Department: Senior Lecturer, Managerial Communications

Contact: (617) 258-7253, rpittore@mit.edu

Expertise: Action learning; Blogs; Business plans; Case studies; Channels; Communication; Communication practices; Conflict management; Conflict management; Conflict resolution; Corporate social responsibility; Cross-cultural awareness; Cultural differences; Dispute resolution; Dispute resolution; Electronic communication; Elevator pitch; Email; Email; Executive education; International communication; International communication; Investor relations; Knowledge management; Leadership; Leadership; Leadership; Management education; Managerial communication; Media; Negotiation; Negotiation and conflict resolution; Organizational communication; Organizational communications; Organizational culture; Public relations; Teams; Training

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; Hi technology companies; Hi-technology / Hi-tech; 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

John Van Maanen

John Van Maanen

Erwin H. Schell Professor of Management

Department: Professor of Organization Studies

Contact: (617) 253-3610, jvm@mit.edu

Expertise: Career development; Change management; Changing work environments; Changing workforce; Conflict management; Conflict resolution; Cross-cultural awareness; Cultural differences; Cultural differences; Disney theme parks; Distributed leadership; Diversity; Education; Employee motivation; Employment relations; Employment relations; Executive education; Family issues; Flextime; Future of work; Future of work; Gender issues; Globalization; Human rights; Incentives; Labor relations; Leadership; Leadership; Managing change; Managing change; Motivation; Motivation; Organizational behavior; Organizational change; Organizational culture; Organizational psychology; Organizational studies; Organizations; Social networks; Social psychology; Sociology; Sociology; Teams; Training; Training programs; Turnover; Work / family issues; Work environments; Work-life balance; Worker / management relations

Ross Watts

Ross Watts

Department: Professor of Accounting, Emeritus

Contact: (617) 253-2668, rwatts@mit.edu

Expertise: Accounting; Accounting standards; Activity Based Management (ABM); Asia Pacific; Auditing; Canada; Capital budgeting; Contracting; Corporate disclosure practices; Corporate finance; Corporate governance; Corporate governance; Corporate governance; Debt contracts; Dividend policy; Earnings management; Earnings manipulation; Financial reporting; Financial statement analysis; Hong Kong; Management control; Managerial accounting; New Zealand; Statement analysis; Taiwan; United Kingdom; United States

How a technology-push process led to the reboot of Google Glass — Elaine Chen

From Wired Google Glass exploded into the tech scene in 2012 with the pomp and circumstance of an Apple product unveiling.  It put “wearable technology” into the lexicon of the masses.  Accolades poured in from both the technology world and the fashion world.  Celebrities, politicians, runway models, even Prince Charles wore them in public.  And yet, as of January 2015, Google Glass as we knew it was no more. There are many great articles that explored what went wrong. I will not repeat the many excellent points made.  Instead, I would like to explore how Google approaches new technology development, and how that approach, together with the initial public relations hype and the lack of a killer app, ultimately led Google Glass down the path of a reboot. GOOGLE AND THE TECHNOLOGY-PUSH APPROACH First of all, Google is fundamentally a technology company, run by technocrats. They even make product manager candidates … Read More »The post How a technology-push process led to the reboot of Google Glass — Elaine Chen appeared first on MIT Sloan Experts.

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