Sign up or log in to bookmark your favorites and sync them to your phone or calendar.

Keynote [clear filter]
Monday, May 14


Achieving The High Velocity Edge in System Design, Deployment, and Operation

A select few organizations dominate their competition on every conceivable measure: time to market, quality, system reliability, security, and so forth.  They do so by creating and sustaining a pace and breadth of internally generated improvement and innovation, that rivals cannot keep up.  Examples span design and operation: including Pratt and Whitney--which compressed from 4 years to 3 jet-engine design cycle time while halving engineering change orders, a micro-chip fab which cut by half its throughput time while increasing capacity, improving quality and yield--leading to a per unit cost cut of 35%, and the US Navy's nuclear propulsion program which has operated since 1954 without any reactor related injury or environmental contamination. By the end of the session, attendees will have a view to how market beating performance can be achieved by: 

-- designing processes and systems so problems can be seen when and where they occur.
-- solving problems at the time and place detected to build new useful knowledge
-- sharing new found knowledge for systemic incorporation
-- leading an organization capable of relentless learning and adaptation.

Steven Spear, Senior Lecturer at the MIT Sloan School of Management and the MIT Engineering Systems Division, is an internationally recognized expert about leadership, innovation, and operational excellence, with particular emphasis on how select companies convert improvement and innovation from the rare kiss of inspiration to repeatable, broad-based, skill-based disciplines. He is an award winning author of The High Velocity Edge and articles that have appeared in Harvard Business Review, the NYTimes, the Boston Globe, Annals of Internal Medicine, and elsewhere.  He has worked with companies as diverse as Alcoa, Intel, Intuit, Lockheed Martin, is on the board of a medical IT company, Aceso, and is founder of another IT company, See-to-Solve.  

avatar for Steven Spear

Steven Spear

Steven J. Spear is a Senior Lecturer at the MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement. His book, The High Velocity Edge, has won numerous awards including the Philip Crosby Medal from the American Society for Quality (ASQ) in... Read More →

Monday May 14, 2012 8:45am - 10:00am
Tuesday, May 15


Lessons Learned in Lean Construction

Leading edge practices: possibilities opened by a new operating system for
managing work in projects;

People who manage projects spend their days and nights coping with uncertainty,
trying to figure out what is to be done and how. It gets harder when projects
are Complex, Uncertain and Quick and even harder with traditional project
management. Surprising data opened the path to a new and now well-established
operating system for managing work in projects. The development of that operating
system will be traced and the power of leading edge practices; Target Value Design
supported by A3 thinking, and Choosing By Advantages on CUQ projects described
and explored.

avatar for Gregory Howell

Gregory Howell

Gregory A. Howell is co-founder and managing director of the Lean Construction Institute (LCI), a non-profit organization devoted to production management research in design and construction. Howell brings 35 years of construction industry project management, consulting and university-level... Read More →

Tuesday May 15, 2012 8:45am - 10:00am
Wednesday, May 16


The Penguin and the Leviathan: Cooperative Human Systems Design

A decade ago, Wikipedia burst into a world not ready to comprehend it. Thousands of people cooperating effectively, without price signals to offer “incentives” or managerial hierarchy to direct efforts was simply impossible. And yet, it moves. And as it moved it combined with a deep shift across many disciplines, from biology and neuroscience to organizational sociology, experimental economics, and social psychology to paint a very different view of who we are as human beings. Slowly pushing back against decades of ever-refined analyses based on self-interested rationality, we begin to see that we are diverse beings; that a majority of us responds cooperatively to cooperative settings—we tend to treat well those who have treated us well, rather than take advantage of them; we tend to do what we think is right and fair, when it is clear in the setting what that is; we experience empathy, and it makes us more generous and trustworthy; we experience solidarity with others, and that makes us contributed more willingly to the group's goals. Moreover, explicit payments, the touchstone of mechanism design under universal self-interested rationality, turns out to have a much more complex relationship with motivation than simple addition. All this work in basic behavioral sciences combines with observations from organizational sociology, political science, management studies, and social software design to provide a basis on which to build a field of cooperative human systems design.

avatar for Yochai Benkler

Yochai Benkler

Yochai Benkler is the Berkman Professor of Entrepreneurial Legal Studies at Harvard, and faculty co-director of the Berkman Center for Internet and Society. Since the 1990s he has played a part in characterizing the role of information commons and decentralized collaboration to innovation... Read More →

Wednesday May 16, 2012 8:45am - 10:00am