Visualizing Complexity Images, Graphs, and Strategic Frameworks Joost Bonsen [e-mail]

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Visualizing ComplexityImages, Graphs, and
Strategic Frameworks Joost Bonsenjpbonsen_at_alum.
mit.edu
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What?

• Capturing portraying aspects of our complex
  surroundings
• Or a phenomena
• Or a system

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Why?

• Conceptualize
• Communicate

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Aspirations

• Aesthetics
• Clarity
• Creative Relevance
• Inspiration

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How Can SocSci Folks Capture

• Individual in Organization
• Companies in Industry
• You and the rest of Reality

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Visioning
Strategizing
Renewing
Organizing
Executing
etc
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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
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Strategy Lattice
Overall Vision
Everyday Action
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http//web.mit.edu/ir/pop/index.html
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Financials
2001

http//web.mit.edu/facts/financial-data.html
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http//web.mit.edu/ir/financial/financial_images/o
perating_expenses.jpg
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http//www.mapjunction.com/places/Cambridge_MA/res
t.pl?t12073p4048
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MITs Many Dimensions
Themes
Phase
Activities
Disciplines
Timing
Technologies
Programs
Levels
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MIT Activities x Emerging Technologies
Themes
Activities
Phase
Innovation, Leadership, Globally
Research, Education, Extracurriculars
Ideation ? Incorporation ? Escalation
Quant, MgtSci, BehPolSci
Short, Medium, Long-Term
Disciplines
Timing
Short, Undergrad, Masters, ExecEd, PhD
IT, BioTech, TinyTech, Complex Systems Development
al Innovations
Econ Industry Firm Group Individual
Technologies
Programs
Levels
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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

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Richly Interwoven MIT Themes
1. InfoTech
2. BioTech
3. TinyTech
4. Complex Systems
5. Developmental Innovations
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http//web.media.mit.edu/jpbonsen/MIT-Emerging-Te
chnology-Matrix.htm
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Mapping MIT 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
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
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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
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Unifying Strategic Themes
MIT Sloan
Global Development
Effective Leadership
Transformative Innovations
Finance, Accounting, Economics Managnt Sci, Functional Disciplines Behavioral Policy Science Strat Orgns
Unifying Strategic Themes
Classic MIT Sloan Disciplinary Strengths
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Classic Disciplinary Strengths
MIT Sloan
Global Development
Entrepreneurial Effectiveness
Transformative Innovations
Finance, Accounting, Economics Managnt Sci, Functional Disciplines Behavioral Policy Science Strat Orgns
Classic MIT Sloan Disciplinary Strengths
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MIT Sloan Capabilities
MIT Sloan Matrix
Global Development
Effective Leadership
Transformative Innovations
Finance, Accounting, Economics Managnt Sci, Functional Disciplines Behavioral Policy Science Strat Orgns
Sloan Matrix
Unifying Strategic Themes
Classic MIT Sloan Disciplinary Strengths
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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 Managnt Sci, Functional Disciplines Behavioral Policy Science Strat Orgns
Unifying Strategic Themes
Venture Finance
Classic MIT Sloan Disciplinary Strengths
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Sloan Disciplines x Levels of Analysis
Themes
Phase
Activities
Innovation, Leadership, Globally
Research, Education, Extracurriculars
Ideation ? Incorporation ? Escalation
Disciplines
Quant, MgtSci, BehPolSci
Short, Medium, Long-Term
Timing
Short, Undergrad, Masters, ExecEd, PhD
IT, BioTech, TinyTech, Complex Systems Development
al Innovations
Econ Industry Firm Group Individual
Technologies
Programs
Levels
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Faculty Interests _at_ 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
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Levels x Discipline
Finance, Accounting, Economics Managnt Sci, Functional Disciplines Behavioral Policy Science Strat Orgns
Econ- omy Sector Firm Group Indi- vidual
Geo- graphy Market/ Tech Organi- zation
Theme Idea
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Innovation ObservatoriesAt 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
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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
Emerging Tech-Biz Live Cases
ION
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Innovation ObservatoriesFurther 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
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Sloan Disciplines x Phase of Venture
Themes
Phase
Activities
Innovation, Leadership, Globally
Research, Education, Extracurriculars
Ideation ? Incorporation ? Escalation
Disciplines
Quant, MgtSci, BehPolSci
Short, Medium, Long-Term
Timing
Short, Undergrad, Masters, ExecEd, PhD
IT, BioTech, TinyTech, Complex Systems Development
al Innovations
Econ Industry Firm Group Individual
Technologies
Programs
Levels
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Mapping Faculty in Disciplines to Phases of
Venture Development
Strategy
MTIE
Org/HR
Finance
Marketing
Operatns
Prod Dev
Ideation Invention Incorporation Investments Sales Profitability Escalation
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Sloan Disciplines x Emerging Tech
Themes
Phase
Activities
Innovation, Leadership, Globally
Research, Education, Extracurriculars
Ideation ? Incorporation ? Escalation
Disciplines
Quant, MgtSci, BehPolSci
Short, Medium, Long-Term
Timing
Short, Undergrad, Masters, ExecEd, PhD
IT, BioTech, TinyTech, Complex Systems Development
al Innovations
Econ Industry Firm Group Individual
Technologies
Programs
Levels
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Mapping Sloan Faculty to MITs Emerging Strategic
Tech Sectors
1. Info Tech 2. Bio Tech 3. Tiny Tech 4. Compx Systems 5. Developt Innovations
Strategy
MTIE
Org/HR
Finance
Marketing
Operatns
Prod Dev
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Education vs Research Schools vs Centers
Eng Sci Arch SocSci Sloan
AI/LCS EECS, MechE Math
Cancer ChemE Biology, Chem
Media EECS MAS Music Mkting
IPC Urban Econ, PolySci Strategy, Finance
eBiz BCS MAS Mkting, MTI, Fin
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simulation models applied to epidemics
http//jasss.soc.surrey.ac.uk/5/3/5/sketch1.jpg
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Causal Loop
http//www.juergendaum.com/news/10_06_2001-Dateien
/image006.jpg
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Beware of Over-commitment
Source Rebecca Henderson
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Average Value-Added Time on Engineering Tasks
80
60
40
20
0
6
5
4
3
1
2
Number of Projects per Engineer
Source IBM Development Efficiency Study
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Email List Sociograms
http//akira.nada.kth.se/asa/Extropians/extropian
s.html
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Who Responds to Whom
http//akira.nada.kth.se/asa/Extropians/emails3ed
ges.gif
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RealityMining

• Conversation Analysis
• Organization Design
• Real knowledge management

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MIT Graduate Students
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Develop Both Depth and Breadth
Breadth
Narrow
Wide
T
I
Deep
.

Depth
Shallow
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Coveys Important vs Urgent
Urgency
Lo
Hi
Too Easy to Delay These
Why Did You Get To This State?
Hi
Importance
Seductive Firefighting Trap
Waste Of Time
Lo
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Institute for Coastal Research
http//w3.gkss.de/KSH/odraflood/scale-complexity.g
if
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http//necsi.org/figs/civil.jpg
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http//necsi.org/guide/concepts/
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Unintended Consequences
http//www.ithink.de/media/domino.gif
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Monsarrats Law
Bold Key Player, Founder, Creator
Wealth Leverage
school
stress
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25
35
30
40
Age
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1997
1998
1999
Distance between dotted lines represents one year.
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 ) 5566 EMC Cor
Inventors
Vishlitzky, NatanOfek, 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
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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.
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Endless Opportunity for Disaster and Dysfunction

• Lame Goals
• Disagreement about Goals
• Disagreement about Means
• Distraction by Lesser Things
• Flaky Execution
• Theres a whole Taxonomy of Individual
  Irrationality and Social Dysfunctionality!

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Organizational Levers
Talent
Culture
Structure
Incentives
Leadership
Source Rebecca Henderson Bob Gibbons
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Get the Levers To Deeply Embrace the Lattice
Actions
Culture
Talent
Operations
x
Tactics
Strategy
Vision
Incentives
Structure
Leadership
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Fin
Joost Bonsen jpbonsen_at_alum.mit.edu