Visualizing Complexity Images, Graphs, and Strategic Frameworks Joost Bonsen [email protected] What? • Capturing & portraying aspects of our complex surroundings • Or a phenomena • Or a system.
Download ReportTranscript Visualizing Complexity Images, Graphs, and Strategic Frameworks Joost Bonsen [email protected] What? • Capturing & portraying aspects of our complex surroundings • Or a phenomena • Or a system.
Visualizing Complexity Images, Graphs, and Strategic Frameworks Joost Bonsen [email protected] What? • Capturing & portraying aspects of our complex surroundings • Or a phenomena • Or a system Why? • Conceptualize • Communicate Aspirations • • • • Aesthetics Clarity Creative Relevance Inspiration How Can SocSci Folks Capture • Individual in Organization • Companies in Industry • You and the rest of Reality Visioning Strategizing Renewing Organizing Executing etc Strategy Lattice Mission & Vision Enduring Over Long Term Strategic From Quarterly to Yearly Tactical Operational Everyday Actions From Weekly to Quarterly Connecting Momentby-Moment to Weekly And Monthly Strategy Lattice Overall Vision Everyday Action http://web.mit.edu/ir/pop/index.html Financials 2001 http://web.mit.edu/facts/financial-data.html http://web.mit.edu/ir/financial/financial_images/operating_expenses.jpg http://www.mapjunction.com/places/Cambridge_MA/rest.pl?t=12073&p=4048 MIT’s Many Dimensions Themes Activities Innovation, Leadership, Globally Research, Education, Extracurriculars Timing Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Technologies Phase Ideation Incorporation Escalation Quant, MgtSci, BehPolSci Econ Industry Firm Group Individual Levels Disciplines Short, Undergrad, Masters, ExecEd, PhD Programs MIT Activities x Emerging Technologies Themes Activities Innovation, Leadership, Globally Research, Education, Extracurriculars Timing Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Technologies Phase Ideation Incorporation Escalation Quant, MgtSci, BehPolSci Econ Industry Firm Group Individual Levels Disciplines Short, Undergrad, Masters, ExecEd, PhD Programs MIT Strategic Technology Thrusts 1. Information Technologies = Ever more sophisticated computation & communication, leveraging mind & media. 2. Biomedical Technologies = Medical engineering, perfecting the health & life sciences. 3. Tiny Technologies = Investigating and fabricating ever smaller systems, at scales from micro thru nano 4. Complex Systems = Large scale, socio-political & econo-technological systems. 5. Developmental Innovations = Appropriate and leapfrog technologies for tackling challenges in developing & emerging regions Richly Interwoven MIT Themes 1. InfoTech 2. BioTech 4. Complex Systems 3. TinyTech 5. Developmental Innovations http://web.media.mit.edu/~jpbonsen/MIT-Emerging-Technology-Matrix.htm Mapping MIT Actions to Timing of the Total Student Experience Research Thesis Research Escalation Knowledge Updates Prof Devel Modules Community of Practice Education Core Extracurriculars Infrastructure Degree Electives E.g. Emerging Technology Awareness Social Space Conference Facilities On-Campus Facilities Reunions Support Career Development Application Matriculation First Semester Formative Semester(s) Final Semester Graduation Alum Core Sloan Themes Leadership Effective Organizations, Culture-Crafting Entre- & Intrapreneurial Leadership Technology Entrepreneurship & Strategy Dynamics Dynamic, Networked Organizations Innovation Transformative Innovations, Emerging Hard & Soft Technologies, Disruptive Challenges Developmental Innovations, MicroFinance Global Business Strategy, Accelerating International Development Global MIT Sloan Unifying Strategic Themes 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 MIT Sloan 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 Matrix Unifying Strategic Themes MIT Sloan Capabilities Global Development Sloan Matrix Effective Leadership Transformative Innovations Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Classic MIT Sloan Disciplinary Strengths Unifying Strategic Themes Sloan Matrix Global International Development Mgt Effective Financial Leadership Engineering, Management Transformative Innovations Innovation Leadership Venture Finance Finance, Accounting, & Economics Global Value Chains, TechMaps Entrepreneurial Policy Business Dynamics Tech-Biz Ventures Virtual Customer Tech Strategy Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Global Classic MIT Sloan Disciplinary Strengths Sloan Disciplines x Levels of Analysis Themes Innovation, Leadership, Globally Activities Research, Education, Extracurriculars Timing Phase Ideation Incorporation Escalation Short, Medium, Long-Term Quant, MgtSci, BehPolSci IT, BioTech, TinyTech, Complex Systems Developmental Innovations Technologies Econ Industry Firm Group Individual Levels Disciplines Short, Undergrad, Masters, ExecEd, PhD Programs Faculty Interests @ Levels of Analysis Economy Economic Growth Global Supply Chains Global Strategy Geography Sector Market Differentiation Technology Roadmaps Technology Strategy Market/ Tech Firm Venture Capital Business Dynamics Entrepreneurial Culture Organization Group Valuing IP MarketingEngineering Links Group Dynamics Trader Psychology Buyer Decision-Making Inventor Ethos Individual Theme Idea Levels x Discipline Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Economy Economic Growth Global Supply Chains Global Strategy Geography Sector Market Differentiation Technology Roadmaps Technology Strategy Market/ Tech Firm Venture Capital Business Dynamics Entrepreneurial Culture Organization Group Valuing IP MarketingEngineering Links Group Dynamics Trader Psychology Buyer Decision-Making Inventor Ethos Individual Theme Idea Innovation Observatories: At Various Levels of Analysis… Economy Sector Firm Group Individual Geography Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases Market/ Tech Organization Theme Idea Weaving together Interest Clusters at Various Levels of Analysis… Economy Geography Technology Roadmap Sector Firm Technology Venture Observatory Group Individual ION OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases Market/ Tech Organization Theme Idea Innovation Observatories: Further Possibilities Economy Sector Firm Group Individual Global Development Observatory Technology Roadmap Venture Capital Observatory Technology Venture OpenSource Observatory Initiative Creative Communities Observatory Virtual Customer Initiative Social Network Observatory Emerging Tech-Biz Live Cases Decision Neuropsychology Lab Geography Market/ Tech Organization Theme Idea Sloan Disciplines x Phase of Venture Themes Activities Innovation, Leadership, Globally Research, Education, Extracurriculars Timing Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Technologies Phase Ideation Incorporation Escalation Quant, MgtSci, BehPolSci Econ Industry Firm Group Individual Levels Disciplines Short, Undergrad, Masters, ExecEd, PhD Programs Mapping Faculty in Disciplines to Phases of Venture Development Strategy MTIE Org/HR Finance Marketing Operat’ns Prod Dev Ideation Invention Incorporation Investments Sales Profitability Escalation Sloan Disciplines x Emerging Tech Themes Activities Innovation, Leadership, Globally Research, Education, Extracurriculars Timing Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Technologies Phase Ideation Incorporation Escalation Quant, MgtSci, BehPolSci Econ Industry Firm Group Individual Levels Disciplines Short, Undergrad, Masters, ExecEd, PhD Programs Mapping Sloan Faculty to MIT’s Emerging Strategic Tech Sectors 1. Info Tech Strategy MTIE Org/HR Finance Marketing Operat’ns Prod Dev 2. Bio Tech 3. Tiny Tech 4. Comp’x 5. Develop’t Systems Innovations Education vs Research; Schools vs Centers Eng Sci AI/LCS EECS, MechE Math Cancer ChemE Biology, Chem Media EECS IPC eBiz BCS Arch SocSci Sloan MAS Music Mkting Urban Econ, PolySci Strategy, Finance MAS Mkting, MTI, Fin simulation models applied to epidemics http://jasss.soc.surrey.ac.uk/5/3/5/sketch1.jpg Causal Loop http://www.juergendaum.com/news/10_06_2001-Dateien/image006.jpg Beware of Over-commitment Source: Rebecca Henderson 100% Average Value-Added Time on 80% Engineering Tasks 60% 40% 20% 0% 1 2 3 Source: IBM Development Efficiency Study 4 5 6 Number of Projects per Engineer Email List Sociograms http://akira.nada.kth.se/~asa/Extropians/extropians.html Who Responds to Whom http://akira.nada.kth.se/~asa/Extropians/emails3edges.gif Reality Mining • Conversation Analysis • Organization Design • Real knowledge management MIT Graduate Students Graduate Enrollment 5,672 Master Architecture and Planning Doctoral Special 358 184 11 1,408 1,096 50 21 290 4 788 119 14 31 935 8 Whitaker College 5 276 10 CAES - - 64 Engineering Humanities and Social Science Management Science Develop Both Depth and Breadth Breadth Narrow Wide Deep Depth Shallow I . T – Covey’s Important vs Urgent Urgency Lo Hi Hi Too Easy to Delay These Why Did You Get To This State? Waste Of Time Seductive Firefighting Trap Importance Lo Institute for Coastal Research http://w3.gkss.de/KSH/odraflood/scale-complexity.gif http://necsi.org/figs/civil.jpg http://necsi.org/guide/concepts/ Unintended Consequences http://www.ithink.de/media/domino.gif Monsarrat’s Law Wealth & Leverage Bold Key Player, Founder, Creator stress Timid Employee, Cog in Machine 40… school 20 25 30 35 Age 1997 1998 1999 Distance between dotted lines represents one year. (2,10) 5###134 Smith, Robert Logical volumes Total # of “References Cited” by this Patent. Total # of “Referenced By” from this Patent. Citation Reference link U.S. Patent Number, Assignee Color-coded by top 8 Assignees Filing Date = Vertical Tail ( 32 , 1 ) 5###566 EMC Cor Vishlitzky, Natan;Ofek, Yu Redundant storage with mirroring by logical volume w Issue Date = Left edge of rectangle 1997 1998 Rectangle represents a single U.S. Patent 1999 Inventors Title Competitive Assessment • Dow Patents (in Red) Citing MIT Patents (in Green) Dow Chemical against MIT - 21 Dow Chemical US Patents citing to 8 MIT Interconnection Map (displays interconnectivity amongst only these 29 US Patents, no new patents are added, color-colored by Assignees) Fuel Cells Here are two areas in which Dow patents refer heavily to MIT patents. MIT may have a licensing opportunity or could use a cross license to help settle an infringement action brought by Dow against MIT. 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 ( 7, 1994 8) Pa q u e t , 1995 5 2 1 0 1 0 5 The Dow An d r e w N. ; S u h , 1996 1997 1998 1999 2000 C Ky u n g Ca r b o n b la c k - c o n t a in in g b im o d a l f o a m s t r u c t u r e s a n d Top 8 by Assignee # 21 The Dow Chemical Company 8 Massachusetts Institute of Technology 29 Total US Patents on This Map ( 13, 13) W el sh, 5 2 5 0 5 7 7 The G ar y C. Po ly s t y r e n e f o a m m a d e wit h o n ly c a r b o n d io x id e a s a ( ( 10, 2) W el sh, ( 24, 53) M a r t i n i - Vv e d e n s k y , J an e E . ; S u h , Na m P. ; W a l d m a n , F r a n c i s A. M ic r o c e lu la r f oam s 6, 1) 5 6 7 9 7 1 8 The Dow S u h , Ky u n g W . ; Y a m a d a , M i c h i o ; S h m i d t , Cr e s t o n 5 3 4 0 8 4 4 The G ar y C. ; L e e , Er i c M ic r o c e lu la r K. ( 20, Su h , c lo s e d c e l ( 5, 5) W el sh, 5 2 6 6 6 0 5 The Dow G ar y C D. ; I m f o a m s c o n t a in in g Po ly s t y r e n e f o a m a n d a p r o c e s s f o r m a k in g t h e s a m e 4 4 7 3 6 6 5 M as 1) 5 8 5 4 2 9 5 The Ky u n g W . ; Ya m a d a, M i chi M ic r o c e lu la r f o a m s c o n t a in in g a n in f r a r e d a t t e n u a t in g a g e n t C C. Po ly s t y r e n e f o a m m a d e wit h o n ly c a r b o n d io x id e a s a ( 14, 19) 5 3 3 4 3 5 6 M as Ba l d w i n , Da n i e l F . ; S u h , Na m P . ; P a r k , Ch u l B. ; Ch a , S u n g W . Su p e r m ic r o c e lu la r m a L is t o f In v e n tors o n T h is M Li a st p of US Cl assi f i cati ons on Thi s M ap # # 11 521 - SYNTHETI C RESI NS O R NATURAL RUBBERS - - PART O F THE CLASS 520 SERI ES 6 Su h , Ky u n g W . 6 429 - CHEM I STRY: ELECTRI CAL CURRENT PRO DUCI NG APPARATUS, PRO DUCT, AND PRO CESS 5 W a l l i n , Ste n A. 3 395 - I NFO RM ATI O N PRO CESSI NG SYSTEM O RG ANI ZATI O N 2 364 - ELECTRI CAL CO MPUTERS AND DATA PRO CESSI NG SYSTEM S 4 Im e o k p a ri a , Da n i e l D. 2 505 - SUPERCO NDUCTO R TECHNO LO G Y: APPARATUS, M ATERI AL, PRO CESS 4 Sh m i d t, Cre s to n D. 1 204 - CHEM I STRY: ELECTRI CAL AND WAVE ENERG Y 3 F ra n k l i n , Ke n 1 219 - ELECTRI C HEATI NG 1 419 - PO WDER M ETALLURG Y PRO CESSES 3 M a l o n e , Bru c e A. 1 422 - CHEM I CAL APPARATUS AND PRO CESS DI SI NFECTI NG , DEO DO RI ZI NG , PRESERVI NG , O R STERI LI ZI NG 3 Su h , Na m P. 1 501 - CO M PO SI TI O NS: CERAM I C 3 W e l s h , Ga ry C. 3 W i j e y e s e k e ra , Su n i l D. 2 Ba l d wi n , Da n i e l F . 2 Ch a , Su n g W . 2 Ch i a o , Yi -Hu n g 2 Du p re e , W a y n e P. 2 Pa rk , Ch u l B. 2 Ro o t, L a rry A. 2 Ya m a d a , M i c h i o 1 Ba d e , J e ffre y M . 1 Bl e c k , J a m e s A. 1 Bre s s e tte , W i l l i a m J . 1 Ch u rc h i l l , Ste p h e n G. 1 Da l k e , Bri a n D. 1 Ga l l a n t, J e ffry R. 1 Gi ffo rd , Da v i d K. 1 Gl a s e r, R. Ste v e n 1 Ha g g e rty , J o h n S. 1 Ha rt, Ge o rg e W . 1 He i s ta n d , II, Ro b e rt H. 1 Im e o p k a ri a , Da n i e l D. 1 Ke rn , J r., Ed wa rd C. 1 Kn u d s e n , Arn e K. 1 Kra m e r, Ste v e A. 1 L e e , Eri c K. C. 1 L i n d e s m i th , Ro b e rt J . 1 L u c a s , J e ffre y A. 5) 4289952 M ass 1 M a rti n i -Vv e d e n s k y , J a n (Ha e g4 g,E. e r t y , J o h n S. Pr o c e s s f o r c o n t r o lin g p o wd e r 1 Orr, III, Ro b e rt A. s iz e wit h o p t ic a l e n e r g y 1 Pa q u e t, An d re w N. 1 Ra fa n i e l l o , W i l l i a m 1 Ra m a s wa m y , Sri k a l a 1 Sc h m i d t, Cre s to n D. 1 Se d e rl u n d , Ed wa rd R. ( 15, 6 6 ) 4 6 7 2 5 5 5 M as 1 Sp e a rs , M a rl e n e A. Ha r t , G e o r g e W . ; Ke r n , Dig it a l a c m o n it o r 1 T h o m a s , L o we l l V. 1 T u l l e r, Ha rry L . 1 Va n d e rSa n d e , J o h n B. 1 W a l d m a n , F ra n c i s A. 1 Yu re k , Gre g o ry J . 8, 29) Ch a , ( Su n g An a p p a r a t u s a n d m ( f o a m ed Na m 13, 0) 5 7 8 0 5 2 1 The S h m i d t , Cr e s t o n D. ; I m e o p k a r i a , Ex t r u d e d , o p e n - c e l m ic r o c e lu la r a lk e n y l a r o m a t i 5158986 M as W . ; Su h , P . ; Ba l d ( M ic r o c e lu la r t h e r m o p la s t ic f o a m e d wit h s u p e r c r it ic a l f lu id 16, 1) 5 8 6 3 9 6 0 The S h m i d t , Cr e s t o n D. ; I m e o k p a r i a , Ex t r u d e d , o p e n - c e l m ic r o c e lu la r a lk e n y l a r o m a t i ( 7, 0) 5 8 6 9 5 4 4 The Dow Sh m i d t , Cr e s t o n C D. ; S u h , Ky u n Ex t r u d e d , o p e n - c e l m ic r o c e lu la r a lk e n y l a r o m a t i ( 14, 0) W al l i n, ( 5 6 7 0 2 7 0 The St e n 49, 1) Ch i a o , A. 5 9 3 5 7 2 7 The Y i - Hu n g So lid o x id e f u e l c e ls Ele c t r o d e s t r u c t u r e f o r s o lid s t a t e e le c t r o c h e m ic a l d e v ic e s 17 year reference line NanoFoams 1979 A f u e l c e l s t a c k d if f e r e n ( 48, 1) W al l i n, m 1980 1981 1982 1983 1984 1985 1986 1987 ( 10, 13) t wo 47, 0) 6 1 1 7 5 8 2 Th St e n A. ; W i Ca t h o d e c o m p o s it io n f o x id e f u e l c e l 5 4 0 3 4 6 1 M as Ha r r y L . ; Kr a m e r , St e v e So lid e le c t r o ly t e - e le c t r o d e s y s t e m f o r a n e le c t r o c h e m ic a ( 18, 0) W al l i n, 6 0 1 7 6 4 7 The St e n A. Ele c t r o d e s t r u c t u r e f o r s o lid s t a t e e le c t r o c h e m ic a l d e v ic e s ( 24, 0) W al l i n, 5 9 3 7 2 6 4 The St e n A. Ele c t r o d e s t r u c t u r e f o r s o lid s t a t e e le c t r o c h e m ic a l d e v ic e s ( 48, Ch i a o , 0) 5 9 2 2 4 8 6 The Y i - Hu n g Co s in t e r in g o f m u lt ila y e r s t a c k s o f s o lid o x id e f u e l c e ls ( 31, Du p r e e , St e ( 1, 78) G i f f or d, 7) 5 6 5 5 1 3 3 The W ayne P . ; Ch u r c h i l l , M a s s iv e ly m u lt ip le x e d s u p e r s c a la r Ha r v a r d a r c h it e c 4891787 M as Da v i d K. Pa r a le l p r o c e s s in g s y s t e m wit h p r o c e s s o r a r r a y h a v in g ( 27, 1) Se d e r l u n d , 5 5 5 5 4 2 4 The Ed w a r d R. ; L i n d e s Ex t e n d e d Ha r v a r d a r c h it e c t u r e c o m p u t e r m e m o r y s y s t e m wit ( 22, 8) Kn u d s e n , 4 9 5 7 8 8 4 The Ar n e K. ; Ra f a n i e l l o , T it a n iu m d ib o r id e / b o r o n c a r b id e c o m p o s it e s wit h h ig h ( 40, 18) G l aser , R. 5 1 5 1 8 6 6 The S t e v e n ; Ba d e , Hig h s p e e d p o we r A Jr . , e t h o d 1988 f r o m A. ; W i j e y e s e k e r a , W al l i n, ( Tul l er , is m e t h o d a n d Jef a n a ly z e r a p p a r a t u s f o r r a p id ly a n E p r o v id e d f ( 14, 6) 4 9 9 9 3 3 8 The W i j eyeseker a, D. ; He i s t a n d , ( 15, 110) 4826808 M a Yu r e k , G r e g o r y J . ; Va n d e r Sa n d e Su n i l Pr e p a r a t io n o f m e t a l/ s u p e r c o n d u c t in g o x id e c o m p Pr e p a r a t io n o f s u p e r c o n d u c t in g o x id e s a n d 1979 a d e 5 9 9 3 9 8 6 The St e n So lid e o x id e f u e l c e l s t a c k wit h c o m p o s it e e le c t r o d e s and m 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 Endless Opportunity for Disaster and Dysfunction • • • • • Lame Goals Disagreement about Goals Disagreement about Means Distraction by Lesser Things Flaky Execution There’s a whole Taxonomy of Individual Irrationality and Social Dysfunctionality! Organizational Levers Talent Incentives Culture Structure Leadership Source: Rebecca Henderson & Bob Gibbons Get the Levers To Deeply Embrace the Lattice Talent Actions Culture Operations x Incentives Structure Leadership Tactics Strategy Vision Fin Joost Bonsen [email protected]