Visualizing Complexity Images, Graphs, and Strategic Frameworks Joost Bonsen jpbonsen@alum.mit

1. Visualizing ComplexityImages, Graphs, and Strategic FrameworksJoost Bonsenjpbonsen@alum.mit.edu

2. What? • Capturing & portraying aspects of our complex surroundings • Or a phenomena • Or a system

3. Why? • Conceptualize • Communicate

4. Aspirations • Aesthetics • Clarity • Creative Relevance • Inspiration

5. How Can SocSci Folks Capture • Individual in Organization • Companies in Industry • You and the rest of Reality

6. Visioning Strategizing Renewing Organizing Executing etc

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

8. Strategy Lattice Overall Vision Everyday Action

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

10. Financials 2001 http://web.mit.edu/facts/financial-data.html

11. http://web.mit.edu/ir/financial/financial_images/operating_expenses.jpghttp://web.mit.edu/ir/financial/financial_images/operating_expenses.jpg

12. http://www.mapjunction.com/places/Cambridge_MA/rest.pl?t=12073&p=4048http://www.mapjunction.com/places/Cambridge_MA/rest.pl?t=12073&p=4048

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

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

15. MIT Strategic Technology Thrusts • Information Technologies = Ever more sophisticated computation & communication, leveraging mind & media. • Biomedical Technologies = Medical engineering, perfecting the health & life sciences. • Tiny Technologies = Investigating and fabricating ever smaller systems, at scales from micro thru nano • Complex Systems = Large scale, socio-political & econo-technological systems. • Developmental Innovations = Appropriate and leapfrog technologies for tackling challenges in developing & emerging regions

16. Richly Interwoven MIT Themes 1. InfoTech 2. BioTech 3. TinyTech 4. Complex Systems 5. Developmental Innovations

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

18. Mapping MIT Actions to Timingof the Total Student Experience Thesis Research Escalation Knowledge Updates Prof Devel Modules Core Degree Electives Community of Practice E.g. Emerging Technology Awareness Social Space Conference Facilities On-Campus Facilities Reunions Career Development

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

20. MIT Sloan Unifying Strategic Themes Unifying Strategic Themes Classic MIT Sloan Disciplinary Strengths

21. MIT Sloan Classic Disciplinary Strengths Classic MIT Sloan Disciplinary Strengths

22. MIT Sloan Matrix MIT Sloan Capabilities Sloan Matrix Unifying Strategic Themes Classic MIT Sloan Disciplinary Strengths

23. Innovation Leadership Global Sloan Matrix Unifying Strategic Themes Venture Finance Classic MIT Sloan Disciplinary Strengths

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

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

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

27. Innovation Observatories:At Various Levels of Analysis… Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases

28. Weaving together Interest Clusters at Various Levels of Analysis… Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative ION Emerging Tech-Biz Live Cases

29. Global Development Observatory Venture Capital Observatory Creative Communities Observatory Social Network Observatory Decision Neuropsychology Lab Innovation Observatories:Further Possibilities Econ- omy Sector Firm Group Indi- vidual Geo- graphy Market/ Tech Organi- zation Theme Idea Technology Roadmap Technology Venture Observatory OpenSource Initiative Virtual Customer Initiative Emerging Tech-Biz Live Cases

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

31. Mapping Faculty in Disciplines to Phasesof Venture Development

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

33. Mapping Sloan Faculty to MIT’sEmerging Strategic Tech Sectors

34. Education vs Research; Schools vs Centers

35. simulation models applied to epidemics http://jasss.soc.surrey.ac.uk/5/3/5/sketch1.jpg

36. Causal Loop http://www.juergendaum.com/news/10_06_2001-Dateien/image006.jpg

37. Beware of Over-commitment Source: Rebecca Henderson 100% Average Value-Added Time on Engineering Tasks 80% 60% 40% 20% 0% 1 2 3 4 5 6 Number of Projects per Engineer Source: IBM Development Efficiency Study

38. Email List Sociograms http://akira.nada.kth.se/~asa/Extropians/extropians.html

39. Who Responds to Whom http://akira.nada.kth.se/~asa/Extropians/emails3edges.gif

40. RealityMining • Conversation Analysis • Organization Design • Real knowledge management

41. Graduate Enrollment 5,672 Master Doctoral Special Architecture and Planning 358 184 11 Engineering 1,408 1,096 50 Humanities and Social Science 21 290 4 Management 788 119 14 Science 31 935 8 Whitaker College 5 276 10 CAES - - 64 MIT Graduate Students

42. Develop Both Depth and Breadth Breadth Narrow Wide T I Deep . – Depth Shallow

43. Covey’s Important vs Urgent Urgency Lo Hi Too Easy to Delay These Why Did You Get To This State? Hi Importance Waste Of Time Seductive Firefighting Trap Lo

44. Institute for Coastal Research http://w3.gkss.de/KSH/odraflood/scale-complexity.gif

45. http://necsi.org/figs/civil.jpg

46. http://necsi.org/guide/concepts/

47. Unintended Consequences http://www.ithink.de/media/domino.gif

48. Timid Employee, Cog in Machine Monsarrat’s Law Bold Key Player, Founder, Creator Wealth & Leverage school stress 20 25 30 35 40… Age

49. (2,10) 5###134 Smith, Robert Logical volumes 1997 1998 1999 Distance between dotted lines represents one year. Total # of “References Cited” by this Patent. Citation Reference link Total # of “Referenced By” from this Patent. U.S. Patent Number, Assignee Color-coded by top 8 Assignees Filing Date = Vertical Tail ( 32 , 1 ) 5###566 EMC Cor Inventors Vishlitzky, Natan;Ofek, Yu Redundant storage with Title mirroring by logical volume w Rectangle represents a single U.S. Patent Issue Date = Left edge of rectangle 1997 1998 1999

50. NanoFoams Fuel Cells Competitive Assessment • Dow Patents (in Red) Citing MIT Patents (in Green) 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.