Home | MIT Sloan Fellows | Leadership Blog

Author Archives: MIT Sloan Fellows

Hunger can be an organizational challenge

They’re called gleaners, and they’re an important force for good. These volunteers who harvest farmers’ expiring produce and deliver it to food banks have a worthy goal, but the outcome is not always what they envision—the hungry having fresh food to eat. In an article in the food trade publication The Griffin Report, MIT Sloan Visiting Assistant Professor Deishin Lee says that operational challenges often are thwarting the altruism of gleaners and the generous farmers who are donating the produce.

Lee and her interdisciplinary team of colleagues from Cornell and Boston College have worked closely with three food banks across the country to study how the produce harvested by gleaners is being processed. They discovered that gleaners indeed have an important role to play in feeding those in need. “It’s been estimated that about 6 percent of planted acres go unharvested in the United States,” she says. “These are edible crops fit for human consumption that will be left in the fields to be plowed under unless someone goes back to harvest or glean them.”

Continue reading

MIT and China partner to plot the growth of future cities

Where is the city going? What is the future of “urban?” How can we increase quality of life, solve transportation and energy issues, and provide affordable housing for millions of forthcoming city dwellers? MIT and China are partnering to find answers with the new Future City Innovation Connector (FCIC), which will be headquartered in a new space called the MIT China Future City Lab.

MIT and Tsinghua University in Beijing have established this revolutionary collaboration to support research and startup teams that will develop leading-edge ideas that address the challenges presented by China’s rapidly growing cities. As a result, the partners hope to develop new models for urban living and infrastructure that address issues of urban resilience, health, housing, environmental sustainability, responsive urban management, and the development of smart cities.

The FCIC will draw upon MIT research to identify innovative concepts and technologies that can be implemented in China. The program’s founder and faculty director Siqi Zheng is the Samuel Tak Lee Associate Professor of Real Estate Development and Entrepreneurship in MIT’s Department of Urban Studies and Planning and Center for Real Estate. She is also a visiting professor at Tsinghua University.

Continue reading

Shaping the Commerce of Sport: MIT Sloan Sports Analytics Conference starts February 23

What is the secret to building a team around a superstar? What is the future of ticket selling at sporting events? What’s the best way to engage the modern sports fan? These are just three of the dozens of topics to be explored by leaders in the realm of sport at the upcoming MIT Sloan Sports Analytics Conference February 23 and 24 at the Boston Convention and Exhibition Center in Boston.

A limited number of tickets are still available for this annual event, which has grown over the last decade to become the premier confab of sports movers, shakers, and innovators. Founded in 2006 by Daryl Morey ’00 and HBS alumna Jessica Gelman, the conference is chaired by Gelman and organized by MIT Sloan students. Its goal is to provide a forum for industry professionals and students to discuss the increasing role of analytics in the global sports industry. Now more than ten years old, the conference delivers rich opportunities to learn about and innovate the sports business world.

Continue reading

AI pioneers MIT and IBM partner for a smarter future

Two of the world’s leading artificial intelligence pioneers are joining forces in a formal collaboration to advance AI hardware and software. The new MIT-IBM Watson AI Lab, which is staffing up now, will be one of the largest university-industry AI partnerships ever forged.

IBM will make a 10-year, $240 million investment to create the partnership, which will integrate the talent of MIT professors and students and more than 100 MIT and IBM scientists. Together, they will pursue joint research at IBM’s Kendall Square research lab, near the MIT campus. The complex is also the headquarters of the IBM Watson Health Lab and IBM Security headquarters.

MIT President L. Rafael Reif and John Kelly III, Senior VP, Cognitive Solutions and Research at IBM

 

Dario Gil, IBM Research VP of AI and IBM Q, and Anantha Chandrakasan, dean of MIT’s School of Engineering, will co-chair the lab. The team is planning to issue a call for proposals to researchers at the two institutions to submit their ideas for joint research that pushes the boundaries in AI science and technology. One objective of the partnership is to encourage MIT faculty and students to launch companies that will focus on commercializing AI inventions developed in the new lab.

Continue reading

Will a robot be delivering your next pizza?

Robots have their limits. They’re not good, for example, at thinking outside the box. Humans have it all over robots when it comes to discernment and adapting to changing circumstances, but a team of engineers at MIT is working to improve a robot’s soft skills. One of those soft skills is learning to be a good pedestrian.

Yu Fan Chen, the graduate student at LIDS (MIT’s Laboratory for Information and Decision Systems) who is heading the research, says that socially aware navigation is critical for robots moving around in environments that require frequent interactions with pedestrians. The challenge is that pedestrians are a highly unpredictable force. Robots are programmed to adapt to certainties, as a rule, and are not traditionally equipped to deal with chaotic conditions.

Chen and his team are developing a robot designed to navigate and blend in with the crowd. The squat, waist-high robot sports a LIDAR array on top for high-resolution environment sensing. LIDAR (light detection and ranging) works on the principle of radar, but uses lasers to measure distances. The robot also uses webcams and a depth sensor to understand—literally—its place in the world.

Continue reading

Need to turn around an organization? Turn up your listening skills.

A leader who isn’t a good listener isn’t a good leader, says Margot Murphy Moore, SF ’07. President and chief strategy officer of Standard Homeopathic Company, Moore says she kicks off every turnaround situation with a listening tour, sitting down with each of the key players one by one and giving them the airtime they need to talk about the strengths and weaknesses of the company and the culture.

The aggregate value of these conversations is a big picture that reveals the operational issues, the cultural and political issues, and the strategic issues that are challenging the organization. “In my experience, when you sit down with stakeholders individually, you find they often have greater insight than you expect into complex challenges and innovative solutions. The issue often is not a lack of awareness about the source of a problem but multiple failures to act on that awareness. The goal is to find out what systems, perceptions, or individuals are preventing action.”

Continue reading

AI: The quiet revolution

Increasingly artificial intelligence drives every tool and every service we encounter in our daily lives. Leaders who don’t fully appreciate how to harness its value are not tapping the full potential of their organizations. But AI also has its limitations. The phrase Moravec’s Paradox was coined in the 1980s by artificial intelligence pioneers Rodney Brooks and Marvin Minsky of MIT and Hans Moravec of Stanford to capture the irony of AI—it’s as clueless, in some ways, as it is brilliant.

Computers can out-think most adults at playing chess, but ask it to join you at the dinner table, and it will be flummoxed. A toddler, on the other hand, would simply pull out a chair and sit down. High-level reasoning requires only basic computation from robots, but low-level sensory motor skills demand extraordinarily complex computational resources that robots have yet to master. So the moral of the story is know what to expect from AI. Its benefits are remarkable when it comes to mining and manipulating data, but it can’t perform simple tasks that require deft movement, intuition, or empathy.

(Image: SMART’s self-driving golf carts)

Continue reading

Running rings around Saturn: A turnaround tale

MIT Sloan Professor Emeritus Arnoldo Hax knows what makes an organization work, and he knows how to turn it around when it doesn’t. Hax has been a major player in transforming companies—even the government of Chile. Generations of his students, scores of colleagues, and loyal readers of his seminal books on business strategy consider him a sort of enterprise whisperer.

So when MIT Sloan alumnus Richard “Skip” LeFauve took the helm of Saturn as CEO, he asked Hax, his former professor, to consult on strategy. “Skip looked at the corrosive relationship between the unions and management at GM, the financial losses, and the disgruntled workers and said, ‘We can’t run Saturn that way.’”

General Motors, says Hax, “was a huge organization, the largest in the country, but the company was beginning to go off the rails. The catalyst was the entrance into the market by Japanese carmakers. Toyota and Honda were creating cars that were affordable, dependable, attractive, and fuel-efficient. And those vehicles appealed to an enormous segment of the American market.”

GM’s solution was to develop the Saturn, the first compact car to be introduced into the American market. The Saturn operation was a kind of skunkworks for GM, a sub-brand with its own management and its own management style—a completely out-of-the-box and un-GM style.

Continue reading

Saving lives with smart fabrics

Fabric innovators convened at MIT recently to bring new significance to the term “smart dresser.” Uniforms made with materials that deliver cool or warm airflow. Augmented-reality headgear that can help field medics quickly identify and diagnose injuries. Lightweight body armor that protects the heart and neck. The three-day hackathon at the MIT Media Lab challenged engineers, designers, researchers, and product developers to create functional fabrics that address the inherent needs of emergency responders in volatile environments such as war zones and natural disaster sites.

The hackathon, hosted by the MIT Innovation Initiative, MD5 (the National Security Technology Accelerator), the U.S. Department of Defense (DoD), and the AFFOA (Advanced Functional Fabrics of America) gave participants the opportunity to work with leading-edge fabric technologies as well as with tech experts and seasoned entrepreneurs who could help them refine their new-product pitches. Continue reading

More than one way to be multinational

Global expansion is a core goal of many major corporations, but some are beginning to rewrite the multinational rules of the road. With 300 locations around the world, General Electric (GE) is one such pathfinder, recently rethinking which functions should be regionalized and which should remain local.

Global Operations Executive Leader, Oleg Bodiul, SF ’13 took on the vast transformation role as part of a GE leadership team tasked with creating a global shared-services organization that would centralize many of the company’s key functions, including accounting, finance, and commercial operations.

Among the top 100 firms in the world, GE is a digital-industrial player providing software-defined machines and solutions for markets ranging from aviation, power generation, and oil and gas to renewables, healthcare, and financial services. “Historically, functions like accounting and order management were performed in hundreds of locations around the globe. The objective was to centralize, where possible, into a few locations to leverage scale and deliver better outcomes for our customers, employees, and shareholders.”

Continue reading