1. Research Lab Strategy : Envisioning, Financing, & Orchestrating Research @ MIT IAP 2003 ~ 1/17/03 Joost Bonsen jpbonsen@alum.mit.edu http://web.media.mit.edu/~jpbonsen/ jpbonsen@alum.mit.edu http://web.media.mit.edu/~jpbonsen/

2. Orchestrating Financing Envisioning MIT Research Lab Strategy Triad

3. Why “Strategy”? Because aspire to both understand & improve how research is undertaken Particularly interested in how the few influence the many to accomplish bold goals –Lab Group –Center & Department –Institution-wide

4. Topics Covered Include – University Research Agendae, Sponsor Relations, Faculty Reinvention, Lab Founding, Lab Mergers & Splits, Hiring & Tenure Decisions, Major Research Initiatives, Lab Culture & Community

5. Where we are? Where we’ve been? Where we’re going?

6. MIT Institutional Context Hundreds of Labs Research Volume Periods of Growth & Stability

7. Hundreds of Research Labs Acoustics and Vibration Laboratory Actinide Research Group Active Materials and Structures Laboratory (AMSL) Aero-Environmental Research Laboratory Aeronautical Systems Laboratory Aga Khan Program for Islamic Architecture Age Lab Alewife Project Alliance for Global Sustainability Artificial Intelligence Laboratory (AI Lab) Artificial Muscle Project (AI Lab) Auto-ID Center Bates Linear Accelerator BioInstrumentation Laboratory Biopolymers Laboratory Biotechnology Process Engineering Center (BPEC) Building Technology Program MIT Cadlab Center for Advanced Educational Services (CAES) Center for Advanced Nuclear Energy Systems (CANES) Center for Advanced Visual Studies (CAVS) Center for Biological and Computational Learning Center for Biomedical Engineering Center for Cancer Research Center for Computational Research in Economics and Management Center for Coordination Science (CCS) Center for eBusiness@MIT Center for Educational Computing Initiatives (CECI) Center for Electromagnetic Theory and Applications Center for Energy and Environmental Policy Research (CEEPR) Center for Entrepreneurship Center for Environmental Health Sciences Center for Environmental Initiatives Center for Global Change Science Center for Information Systems Research Center for Innovation in Product Development Center for International Studies Center for Learning and Memory Center for Magnetic Resonance Center for Materials Research in Archaeology and Ethnology Center for Materials Science and Engineering Center for Real Estate Center for Reflective Community Practice Center for Space Research Center for Technology, Policy and Industrial Development Center for the Study of Diversity in Science, Technology and Medicine (CSD) Center for Theoretical Physics Center for Transportation Studies Center on Airborne Organics Chemical Beam Epitaxy Group MIT-China Program Clinical Decision-Making Group (MEDG) Clinical Research Center Combustion and Fuels Research Group Communications Forum, MIT Comparative Media Studies Computation Structures Group Computer Architecture Group (AI Lab and LCS) Computer Graphics Group at LCS Computer Resource Laboratory (CRL) Concurrent VLSI Architecture Group Condensed Matter Theory Group Consortium on Environmental Challenges Control Systems Group at LIDS Corporate Relations Council on Primary and Secondary Education d'Arbeloff Laboratory for Information Systems and Technology Design Technology Division of Comparative Medicine Draper Laboratory Droplet Based Manufacturing Laboratory Earth Resources Laboratory eBusiness@MIT Edgerton Center Electroceramics Group Electron Microprobe Laboratory Energy Laboratory Engineering Systems Division Environment Health and Safety MIT Enterprise Forum Entrepreneurship Center Environmental Technology & Public Policy Program Ethics Center for Engineering and Science Experimental Petrology Laboratory e-WORLD at MIT Flight Transportation Laboratory Fluid Dynamics Research Laboratory Fluid Mechanics Laboratory Francis Bitter Magnet Laboratory Garrity Lab Gas Turbine Laboratory Geodesy and Geodynamics Laboratory Germany Program Global Airline Industry Program Global System for Substainable Development Guarente Lab Haystack Observatory Health Sciences and Technology House_n: The MIT Home of the Future Project Human Genomics Laboratory Human-Machine Systems Laboratory Humanoid Robotics Project (The Cog Shop) Hurricane Lab Image and Meaning Initiative Impact and Crashworthiness Laboratory Industrial Liaison Program Industrial Performance Center Information Systems Infrastructure Systems Development Institute for Work and Employment Research Intelligent Transportation Systems Program Inter-University Committee on International Migration International Center for Air Transportation (ICAT) International Consortium for Medical Imaging Technology International Global Atmospheric Chemistry Project International Motor Vehicle Program MIT-Japan Program Joint Program on the Science and Policy of Global Change Jonathan King Lab JP NET Project Laboratory for Computer Science (LCS) Laboratory for Electromagnetic and Electronic Systems Laboratory For Energy and the Environment (LFEE) Laboratory for Experimental and Computational Micromechanics (LEXCOM) Laboratory for Financial Engineering Laboratory for Human and Machine Haptics Laboratory for Information and Decision Systems (LIDS) Laboratory for Manufacturing and Productivity Laboratory for Nuclear Science Larch Leaders for Manufacturing Program Lean Aerospace Initiative Leg Lab Libraries Lincoln Laboratory Management of Technology Program Man Vehicle Laboratory Marine Hydrodynamics Lab Massachusetts Space Grant Consortium Materials Processing Center McGovern Institute for Brain Research Media In Transition Media Laboratory Mellon-MIT Inter-University Program on NGOs and Forced Migration Microphotonics Center Microsystems Technology Laboratories (MTL) Microwave Subnode MIT/AGS Consortium on Environmental Challenges MIT/WHOI Joint Program in Oceanography Mobile Robotics Group (AI Lab) Multiscale Computing Project at LCS NanoMechanical Technology Laboratory NanoStructures Laboratory Nondestructive Evaluation Laboratory Nonlinear Systems Laboratory Nuclear Reactor Laboratory NuMesh Group at LCS Ocean Engineering Fabrication Laboratory Operations Research Center Parallel and Distributed Operating Systems Group at LCS Ralph M. Parsons Laboratory for Water Resources and Hydrodynamics Personal Information Architecture Group at the Media Laboratory Plasma Science and Fusion Center Precision Engineering Research Group Production System Design Laboratory Productivity from Information Technology Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

8. Research Volume $750 M/year @ MIT, Lincoln, Whitehead 1000 patents in portfolio ~400 disclosures/year ~100-150 patents/year granted ~50-100 licenses/year 12-24 companies/year founded Thousands of publications/year Dozens of MIT-related Nobelists (total) –http://web.mit.edu/newsoffice/nr/nobels.htmlhttp://web.mit.edu/newsoffice/nr/nobels.html http://web.mit.edu/tlo/www/fy01.html Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

9. http://web.mit.edu/ir/pop/index.html

10. http://web.mit.edu/ir/financial/financial_images/operating_expenses.jpg Follow the Money Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

11. Financials http://web.mit.edu/facts/financial-data.html 2001 Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

12. Research Sponsorship http://web.mit.edu/facts/research-at-mit.html 2000 200170% Government, 20% Industry Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

13. http://web.mit.edu/ir/financial/re/

14. Legacy of Institutional Leadership Founding Vision Organizational Strength New Tech Schools Structure –Strong Science SHASS & Sloan Rad Lab  RLE

15. How is MIT Organized? Administration vs Academic Schools & Departments Centers, Labs, Programs Faculty Groups Alliances, Consortia, etc Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

16. http://web.mit.edu/communications/orgchart/reporting.html Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

17. Key Organizational Drivers Schools & Departments – Disciplinary Hiring, Promotion & Educational Administration, Degrees Granted Centers & Labs – Interdisciplinary Research Collaborations, Spatial Organization & Sponsorship Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

18. Matrix of Schools vs Centers EngSciArchSocSciSloan AI/LCS EECS, MechE Math Cancer ChemEBiology, Chem Media EECSMASMusicMkting IPC UrbanEcon, PolySci Strategy, Finance eBiz BCSMASMkting, MTI, Fin Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

19. http://web.media.mit.edu/~jpbonsen/MIT-Emerging-Technology-Matrix.htm

20. http://web.mit.edu/deshpandecenter/

21. Financial Projections

22. Capacity per Student

23. Fundraising Campaigns are Crucial Shift from Federal to Private Support Corporate & Individual

24. University Finances

25. Infrastructure http://web.mit.edu/evolving/projects/cogsci/index.html http://web.mit.edu/aeroastro/www/ http://web.mit.edu/evolving/

27. Building 20: Magical Incubator 20 1996

28. http://web.mit.edu/buildings/statacenter/ Stata Center ~450,000 ft-sq

29. The New Sloan (so far)

31. AI Lab as Example Periods of growth and stability Big Labs ~$10-30M/year Faculty $ Research Volumes widely distributed

32. Source: Rod Brooks

35. Funding Profiles 35% industrial funding ~$1.8M in reserve NTT is five years –$1M directly in research funding to AI Lab –+ first year fellowships Oxygen is five years –$1.6M directly in research funding to AI Lab –+ some salary support –Nokia, Philips, Acer, Delta, Hewlett-Packard + NTT Compaq, Merrill-Lynch, Samsung, Sapient Source: Rod Brooks

36. Faculty Profiles Four (or five) untenured faculty within the Lab Faculty slots open in EECS – i.e. at Departmental level Source: Rod Brooks

37. Space May get some transition space before move into the Stata Center –possibly in Tech Square Stata Center move repeatedly rescheduled Planning space layout is very politically charged Source: Rod Brooks

38. Possible AI Lab Spaces bio labs vision labs that need controlled lighting controlled lighting vision lab -- fully enclosed, no windows holodeck space -- fully enclosed, no windows humanoid robotics lab motion capture vision lab - multiple cameras, people moving about instrumented rooms surgical lab (controlled lighting) human subject gait and motor control (manipulandum) biorobotics lab medical vision lab sound lab human intelligence enterprise lab natural language labs machine learning labs Source: Rod Brooks

39. Opportunities New building  New physical layout  New intellectual layout  What lab spatial, logistical & intellectual recombinations?

40. 3 Basic Scenarios 1.More of same 2.Thoughtful shifts & modest recombinations 3.Radical restructuring

41. Why Merge Labs? Operational Efficiency Concerted Fundraising & Grantcrafting Aligning Related Research Areas

42. Space Use Aspirations Efficiency of co-location Serendipity of easy mixing Capacity for recombination Supporting actual research

43. Important Operational Intangibles GSB / GSL Dangerous Ideas Big lectures Small seminars Faculty lunches Group meetings

44. Inspiring Faculty Reinvention Totally new research themes or modest shifts? Differentiating selves from others Top global expertise Frequency ~ once or twice/decade

45. Unifying Research Themes Living Machines Conceptualizing Complexity Genomic Semantics Cellular Robotics …

46. Blunt Worries LCS seems internally disorganized, why should AI merge? AI Lab is about the right size, why merge? The “LCS” & “AI Lab” brands are great, why kill these?

47. “Deep Structure” Leadership Formal Structure Incentives/Political Structure Culture/Individual Mental Models

48. Is there a Fundamental Tradeoff? Functional focus Customer focus? Product focus? Geographic focus

49. Mapping MIT’s Triad of Activities to this Sloan Matrix 1.Research –Compelling Questions –Faculty Strengths –Focused Centers 2.Education –Rigorous Classes –Degree Programs –Professional Tracks 3.Extracurriculars / Community –Student Clubs –Strategic Conferences –Startup Companies http://web.mit.edu/committees/sll/tf.html

50. MIT’s n-Dimensional “IdeaSpace” Themes Disciplines Technologies Phase Timing Activities Programs Levels Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

51. MIT Activities x Emerging Technologies Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

52. MIT Matrix 1. Info 2. Bio 3. Tiny 4. Compl’x 5. Develop’l MIT Research LCS/AI, Media, eBiz, Mkting POPI, CBE, Whitehd, McGrn MTL, ISN, MicroPht, MPC CEEPR, Sloan, AGS Digital Nations, TDP, Globalization, MISTI Academic Courses 1, 6, 18, MAS HST, BE, 6, 7 3, 5, 6, 7, 8, 16 SDM, 6, 13, 14, 15, 16, 17, 21 1, 4, 5, 6, 7, 11, 15, 17 Extra- curriculars MediaTe ch Bio- Strategy TinyTechConsultingSEID, ATF MIT Alum Startups Akamai, Dir’ctHit Amgen, Biogen Gen’tec Surface- Lgx, eink, Angstr’m HP, Raytheon AfricaOnline, Evergreen Solar http://web.media.mit.edu/~davet/notes/emerging-tech-mit.html

53. Richly Interwoven MIT Themes 2. BioTech3. TinyTech 1. InfoTech 4. Complex Systems 5. Developmental Innovations Copyright © 2002 Joost Bonsen * All Rights Reserved * Please Do Not Present or Redistribute Without Permission! Thanks! * jpbonsen@alum.mit.edu

54. MIT Activity x Timing of Experience Themes Disciplines Technologies Phase Timing Activities Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Levels Econ Industry Firm Group Individual

55. Mapping Sloan Actions to Timing of the Total Student Experience Research Education Extra- curriculars Infra- structure Support Appli- cation Matri- culation First Semester Formative Semester(s) Final Semester Grad- uation Alum Research Seminars Thesis Career Development Emerging Technology Awareness CoreTrack Electives On-Campus Facilities Social Space Reunions ExecEd Facilities Community of Practice Knowledge Updates ExecEd Modules

56. Sloan Strategic Themes x Disciplines Themes Disciplines Technologies Phase Timing Activities Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Levels Econ Industry Firm Group Individual

57. 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 Unifying Strategic Themes MIT Sloan

58. 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

59. MIT Sloan Capabilities 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 Unifying Strategic Themes MIT Sloan Matrix Sloan Matrix

60. Sloan Matrix Global Development International Mgt Global Value Chains, TechMaps Entrepreneurial Policy Effective Leadership Financial Engineering, Management Business Dynamics Tech-Biz Ventures Transformative Innovations Virtual Customer Tech Strategy Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Classic MIT Sloan Disciplinary Strengths Unifying Strategic Themes Innovation Global Leadership Venture Finance

61. Sloan Disciplines x Levels of Analysis Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

62. Faculty Interests @ Levels of Analysis Economic Growth Market Differentiation Venture Capital Valuing IP Trader Psychology Global Supply Chains Technology Roadmaps Business Dynamics Marketing- Engineering Links Buyer Decision-Making Global Strategy Technology Strategy Entrepreneurial Culture Group Dynamics Inventor Ethos Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea

63. Levels x Discipline Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea Finance, Accounting, & Economics Manag’nt Sci, Functional Disciplines Behavioral & Policy Science Strat & Org’ns Economic Growth Market Differentiation Venture Capital Valuing IP Trader Psychology Global Supply Chains Technology Roadmaps Business Dynamics Marketing- Engineering Links Buyer Decision-Making Global Strategy Technology Strategy Entrepreneurial Culture Group Dynamics Inventor Ethos

64. Innovation Observatories: At Various Levels of Analysis… Economy Sector Firm Group Individual Geography Market/Tech Organization Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases

65. Innovation Observatories: Further Possibilities Economy Sector Firm Group Individual Geography Market/Tech Organization Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases Global Development Observatory Venture Capital Observatory Creative Communities Observatory Decision Neuropsychology Lab Social Network Observatory

66. Sloan Disciplines x Phase of Venture Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

67. Mapping Faculty in Disciplines to Phases of Venture Development Strategy MTIE Org/HR Finance Marketing Operat’ns Prod Dev IdeationInventionIncorporationInvestmentsSalesProfitabilityEscalation

68. Sloan Disciplines x Emerging Tech Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

69. Mapping Sloan Faculty to MIT’s Emerging Strategic Tech Sectors 1. Info Tech 2. Bio Tech 3. Tiny Tech 4. Comp’x Systems 5. Develop’t Innovations Strategy MTIE Org/HR Finance Marketing Operat’ns Prod Dev

70. MIT Activities x Degree Programs Themes Disciplines Technologies Phase Timing Activities Levels Programs Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

71. Undergraduate Students Total Undergraduate Enrollment4,300 First-year Undeclared Second-year Special Undergraduate Student 1,055 11 8 Architecture and Planning68 Engineering2,011 Humanities and Social Science142 Management220 Science785

72. Graduate Students Total Graduate Enrollment5,672 MasterDoctoralSpecial Architecture and Planning35818411 Engineering1,4081,09650 Humanities and Social Science212904 Management78811914 Science319358 Whitaker College527610 CAES--64

73. MIT’s n-Dimensional “IdeaSpace” Themes Disciplines Technologies Phase Timing Activities Programs Levels Short, Undergrad, Masters, ExecEd, PhD Quant, MgtSci, BehPolSci Ideation  Incorporation  Escalation Innovation, Leadership, Globally Research, Education, Extracurriculars Short, Medium, Long-Term IT, BioTech, TinyTech, Complex Systems Developmental Innovations Econ Industry Firm Group Individual

74. Transformative Innovations, Emerging Hard & Soft Technologies, Disruptive Challenges Global Business Strategy, Accelerating International Development Effective Organizations, Culture-Crafting Entre- & Intra- preneurial Leadership Technology Entrepreneurship & Strategy Dynamics Dynamic, Networked Organizations Developmental Innovations, MicroFinance Innovation Global Leadership Core Sloan Themes

75. Innovation Global Leadership Global Development & Corporate Citizenship Leadership Initiative Entrepreneurship Center Sloan Innovation Institute Emerging Sloan Initiatives

76. Driving the Innovation Process Leading Innovative Global Enterprises Leading Emerging Technology Ventures Innovation Global Leadership Transforming Organizations: IT Strategy & Organizational Architecture Global Technology & Developmental Entrepreneurship Leading Change, Corporate Renewal Executive Education Platforms

77. Lab Foundings Faculty Research Groups till WWII Radiation Lab “RadLab” Research Lab for Electronics (RLE) RLE  Project Mac  LCS & AI  LAICS Servomech  LIDS  Lincoln  MITRE

78. Lab Recombinations & Reinventions Media Lab NIF  TTT  CBA

79. News in the Future Things That Think Cars? Toys? Food? Tags? Printing? Healthcare?

80. News in the Future Things That Think CI TOT Penny TagsPrinted PC SIGs

81. News in the Future Things That Think CI TOT Penny TagsPrinted PC

82. News in the Future Things That Think CI TOT Penny TagsPrinted PC Penny PC Silicon Biology Personal Fabrication IPID

83. News in the Future Things That Think CI TOT Penny TagsPrinted PC Penny PC Silicon Biology Personal Fabrication IPID How To Make (Almost) Anything The Nature of Mathematical Modeling The Physics of Information Technology Silicon Biology Quantum Computing Nanofab, Biofab, Macrofab Center for Bits and Atoms from atomic nuclei to global networks

84. Informal Cross-Disciplinary Links Science & Engineering Business Club –Technology & Entrepreneurship Forum MIT TechLink –Campus-Wide Graduate & Alum Connections MBA EE MatSciChemE

85. Joint Sloan-MIT Lectures

86. MIT-Related Companies ~ US$250 Billion in Market Valuation

87. Cross-Disciplinary Initiatives & Emerging Research Themes Systems Biotechnology Neurotechnology Developmental Innovations Pervasive Computing

88. Systems Biotechnology “Campus-wide activity that links biology, computer science and engineering in a multi-disciplinary approach” http://csbi.mit.edu/

89. Systems Biotechnology: Engineering Inspiration from Biology Ribosomes Flagellar Motors Muscles … http://www2.physics.ox.ac.uk/biophysics/Intro.html http://www.rae.org/revev6.html http://www.rcsb.org/pdb/molecules/pdb10_1.html http://www.ai.mit.edu/people/tk/ce/flagella-s.gif http://gened.emc.maricopa.edu/bio/bio181/BIOBK/BioBookAnimalTS.html http://www.kapili.com/f/art/filament1.gif

90. Brain & Cognitive Sciences; Increasingly, Neurotechnology McGovern Institute for Brain Research Martinos Imaging Center Picower Center for Learning & Memory BCS Department RLE, AI Lab… Patrick McGovern & Lore Harp McGovern http://idg.com/www/docs.nsf/docs/McGoverns?OpenDocument&region=WW

91. Neurotechnology: Decision, Emotion, & Habit Analysis http://lfe.mit.edu/media/snow04-08-02.htm Psychophysiology of Real-time Trading http://web.mit.edu/alo/www/Papers/repin.pdf http://affect.media.mit.edu/AC_research/images/AC_system_sketch2.jpg Affective Computing

92. Emerging Research Theme Example Undergrad research opportunities Multi-school faculty New categories of sponsors Broader MIT Research Initiative http://courses.media.mit.edu/2002fall/de/UROP/

93. Developmental Innovations: Penny Diagnostics Disease Contamination Analogous to pH or Litmus paper Telediagnostics http://gn.www.media.mit.edu/resenv/telemed/ http://www.media.mit.edu/nanoscale/research/sensors.html

94. Pervasive Computing: Project Oxygen Human Centered Computing Acer, Delta, HP, NTT, Nokia, Philips, darpa http://oxygen.lcs.mit.edu/

95. Collaboration Drives Revitalization Oxygen collaboration LCS & AI Links Faculty Research Agendae Shared Infrastructure

96. Organizational Strategy

97. Strategy Lattice Mission & Vision Strategic Tactical Operational Everyday Actions Enduring Over Long Term From Quarterly to Yearly From Weekly to Quarterly Connecting Moment- by-Moment to Weekly And Monthly

98. Strategy Lattice Overall Vision Everyday Action

99. Organizational Levers Leadership StructureIncentives Culture Talent Source: Rebecca Henderson & Bob Gibbons

100. Get the Levers To Deeply Embrace the Lattice x Leadership Structure Incentives Culture Talent Actions Tactics Operations Strategy Vision

101. Organizing within MIT Context MIT Triad –Research –Education –Extracurriculars a.k.a. Community Our Demographics and “Competition”