1. One could say that you are the creator of
dynamic ideas — both literally and figuratively.
I started a company called Dynamic Ideas in 1999 to build asset
management software using optimization methods. We built a fairly
sophisticated financial optimization application. Basically, what we
did was develop our own methods for managing money. Dynamic Ideas
quickly grew and drew many big clients. Then American Express bought
the company.
2. How will American Express use this
system?
I took a sabbatical to help them integrate these innovations into their
company. I formed an asset management research group there that manages
more than a billion dollars using quantitative methods. This project
involves building an optimizer that helps customers plan their entire
financial life. It maximizes the ability of American Express to help
customers achieve their life goals.
3. Speaking of dynamic ideas, could you talk
about your project on the Panama Canal?
In 1999, I was involved in reconfiguring the traffic on the Panama Canal.
At that time, the canal was in the hands of the United States government.
Because the U.S. knew it was relinquishing administration of the canal,
it instituted a study. Thirty percent of the world's big vessels
move through the canal, forty-seven vessels a day. It's a pivotal
intersection for the shipping industry. But the delays for passage were
running 18 to 24 hours, so we built an optimizer that would improve the
flow through the canal by six or seven ships per day.
4. As I recall, the plan was never
implemented.
It was a very interesting situation. The plan was scheduled to be
implemented, but when the stewardship changed, the new leadership did not
want to use a U.S. model.
5. What are you working on now?
For one thing, a data-mining project. I have been involved with the Dell
Web site, collecting data on navigation. I’m working with Unilever
to improve the results of their marketing campaigns. And I’m
working with an airline company to figure out how to price airline tickets
and how to distribute seats.
6. I remember reading in BusinessWeek that
you were making real strides in airport congestion?
Yes, a few years ago I was involved in an optimization project to minimize
airport congestion. If there's bad weather in Boston, how do you
reroute air traffic to minimize congestion and maximize safety? How do
you optimize the whole network? The FAA implemented it.
7. You also wrote a pioneering book on
quantitative models.
Yes, that's the book we use in the classroom now. It provides
spreadsheets and quantitative models that can be used by students and
managers. Many other universities have adopted the book and the
philosophy. Five years ago, it was not that common to use spreadsheets in
this way. I also wrote an optimization book used by 30 or 40 schools
across the country. It's the definitive book for doctoral-level
optimization classes. I am working on another book at the moment — one called
“Optimization over Integers.”
8. Why is “interdisciplinary”
such a buzzword right now?
One of the key strengths of MIT Sloan is to solve business and government
problems using an interdisciplinary approach. I’m a member of the
50-year-old Operations Research Center-the oldest interdepartmental
program at MIT and the birthplace of operations research (OR) in the
United States. It involves people working in fields from engineering to
math to management to operations research. OR deals with the application
of scientific methods to decision making. It draws upon ideas from
engineering, management, mathematics, and psychology to contribute to a
wide variety of application domains. Several MIT departments are involved
in the OR Center: MIT Sloan School, Department of Electrical Engineering
and Computer Science, Civil and Environmental Engineering, Mathematics,
Aeronautics and Astronautics, Urban Studies and Planning, Ocean
Engineering, Mechanical Engineering, and Nuclear Engineering. The goal
is to bring together the right mix of experts to solve the problems of
the world using qualitative and quantitative methods.
9. Do you think that the emphasis on the
quantitative is unusual in a B-school?
In certain areas quantitative methods have
proved their worth. For example, in the areas of asset management and
revenue management, quantitative methods (statistics, optimization, and
simulation) have been very influential. Quantitative methods are a
key differentiator for MIT Sloan.
MIT Sloan is about measurable
things. Probably because it is a part of MIT and MIT is the leading
engineering school in the country. An engineering school is much more
oriented toward the quantitative, toward measuring results and success.
The top schools have similarities, but at very few of them will you see a
quantitative class as one of the three or four core classes, which is the
case at MIT Sloan.
10. MIT Sloan is known for having a
quantitative spirit.
And a great spirit of entrepreneurship, too. At the root of it, MIT Sloan
is a lot of hardworking people who roll up their sleeves and say,
“Let's solve a problem!” That can-do reputation is
well known, and frankly, I’m proud of it.
Copyright © 2013 MIT SLOAN SCHOOL OF MANAGEMENT