The MIT Master's Program in Engineering and Management
Lecturer, Engineering Systems, MIT
Bruce Cameron, Ph.D., is a Lecturer in Engineering Systems at MIT and a consultant on platform strategies.
His research interests include technology strategy, system architecture, and the management of product platforms. Previously, Dr. Cameron ran the MIT Commonality study, a 16-firm investigation of platforming returns, which concluded that firms face systemic downward pressure on commonality, partially resulting from challenges capturing the costs of variety. Current research efforts include:
As a consultant, Dr. Cameron works with companies to develop strategies for entering new markets, building flexible product lines and achieving cost savings. Dr. Cameron's clients include Fortune 500 firms in high tech, aerospace, transportation, and consumer goods.
Prior to MIT, Dr. Cameron worked as an engagement manager at a management consultancy and as a system engineer at MDA Space Systems, and has built hardware currently in orbit. Dr. Cameron received his undergraduate degree from the University of Toronto, and graduate degrees from MIT.
System architecture as a discipline has grown from a high art to the beginnings of encoded practice. The focus of system architecture remains on identifying the high-leverage decisions early in the design process — decisions that will determine the envelope of system performance. Over the course of the SDM program, we've been fortunate to have past SDM fellows explore how this discipline can help structure the central technical challenges and business opportunities in their fields, ranging from architecting hybrid vehicles to advertising matching algorithms. This session will cover some of the underlying principles of system architecture, which is then paired in the following session with a perspective from industry.
Director of Research and Development, Preclinical Systems, Becton, Dickinson and Company; SDM Alumna
Since earning her M.S. in engineering and management from the System Design and Management Program (SDM) from MIT in 2003, Ms. Lisa Cratty has applied the tools and expertise she gained from SDM in the automotive, baby products, and medical devices industries. She is currently the director of the device research & development, preanalytical systems/diagnostics division of BD (Becton, Dickinson and Company).
Ms. Cratty has had a life-long interest in engineering. As a child, she was curious about how things were put together and how they worked — or why they did not. Following completion of two bachelor's degrees (one in economics & management from Albion College, the other in mechanical engineering from Michigan State University) she began an MBA program while working at Ford Motor Company. After a mentor told her about MIT's System Design and Management program, she applied to SDM because she wanted the opportunity to combine her interests in engineering and management.
Ms. Cratty has applied tools she acquired in the SDM Program in her daily work in all these industries. For example, while still at Ford, she used what she learned in her Technology Strategy class to urge development of a commonality strategy, arguing that the company could optimize its use of components by creating functional units such as tires and carpeting that would serve many different models rather than creating each vehicle from scratch. She used TRIZ, a problem-solving and forecasting tool she was exposed to in her System Architecture course to examine tradeoffs in design solutions at Evenflo, a baby products company. In her work at BD, she uses the Pugh decision matrix for ranking the multi-dimensional options and the House of Quality matrix to define the relationship between customer desires and product capabilities. Both matrices were engineering tools she learned to use at SDM.
In addition to her academic degrees, Ms. Cratty is certified in ISO13485/ISO 9000/QS9001 and has completed a Medical Device Regulatory Awareness training.
Using a systems design approach can improve problem-solving across industries and companies. The belief that the "widget" or end-product determines an approach to problem-solving can lead to failure or less than optimal results. Managers in older, established companies assume they know the best approach through repeated experiences. Managers in newer, less mature businesses "don't know what they don't know." In either case, a critical variable may be omitted in the problem-solving process. The systems-thinking approach, can be applied to product development and research & development efforts in any company or industry. The systems thinking approach also aids in developing strong business relationships and effective managing of people. It offers a useful framework for improving cross-functional collaboration, the hiring process, and career management. Whatever the "widget"—whether it be a product or service—or the business function, systems thinking offers a transferable model for developing effective workflows and problem-solving.
Director of the Systems Architecture, Design and Integration Directorate (SADID), Raytheon Company
Dr. Ellen Ferraro leads an organization of over 950 people responsible for supporting all aspects of systems engineering including requirements definition, modeling and simulation efforts, system effectiveness, and operational analysis and algorithm development at Raytheon Company, a technology and innovation leader specializing in defense, homeland security, and other government markets with 2011 sales of $25 billion.
Since joining Raytheon in 1994, Dr. Ferraro has been involved in the analysis of scattering and propagation over the ocean. She has also investigated spread-clutter mitigation techniques for enhanced small-target detection as well as the use of expert system technology to aid in the counter-drug mission. Dr. Ferraro has authored and presented more than a dozen technical papers at conferences, universities, and Institute of Electrical and Electronics Engineers (IEEE) meetings around the world.
Dr. Ferraro received her doctoral degree in electrical and computer engineering from the University of Massachusetts at Amherst where she worked in the Microwave Remote Sensing Laboratory (MIRSL) under a NASA Graduate Student Research Fellowship. Her graduate research included development of an airborne radar altimeter for the investigation of surface and volume scattering from the Greenland ice sheet.
Dr. Ferraro is a member of the Institute of Electrical and Electronics Engineers. She was part of the IEEE 2007 Radar Conference Committee and was vice-chair of the IEEE 2010 Phased Array Conference. She is an active member of the Boston Section of the Society of Women Engineers (SWE) and is the recipient of the SWE 1999 Distinguished New Engineer Award, the Mass High Tech "Women to Watch in 2006" Award, and the SWE 2007 Emerging Leaders Award.
Systems Engineering and Systems Thinking are both needed to design complex systems in dynamic environments. Reports from the Department of Defense have shown that our current systems which are developed using traditional systems engineering processes only are often too expensive and take too long to be fielded. The government needs affordable systems that can be delivered quickly, but these complex systems need to meet continually changing threats and volatile security challenges. This talk will provide examples of how the art of systems thinking and systems engineering can result in effective solutions that can be adapted to meet current and future complex needs.
System Lead for Technology Development Product Verification and Validation for John Deere Power Systems; SDM Alumna
Ms. Genevieve Flanagan has been in the diesel engine industry for 13 years. During her career, she has worked in mechanical development, performance and emissions development, and test lab operations for Cummins Engines and John Deere Power Systems. Ms. Flanagan is currently the system lead for Technology Development Product Verification and Validation for John Deere Power Systems in Waterloo, Iowa. In this role, she is responsible for implementing systems engineering processes for new technology development including early validation of project requirements, understanding interactions, and risk assessments.
Ms. Flanagan developed an interest in diesel engines while working weekends and summers in her father's foreign auto service shop in the 1980s. While attending high school at Indiana's Culver Academies, she anticipated the success of biofuels by comparing the emissions and efficiency of different vegetable oils in a running diesel engine for her science honors project in her senior year. Her project attracted the attention of the CEO of Cummins Engines, who offered her an internship that led to full-time employment.
Ms. Flanagan earned a B.S. in mechanical engineering from Illinois Institute of Technology and an M.S. in mechanical engineering from Purdue University. She enrolled in MIT's System Design and Management Program (SDM) in 2010 and completed her degree through the SDM distance option while working full-time for Deere. A member of the Society of Automotive Engineers (SAE) and the International Council on Systems Engineering (INCOSE), she is a frequent presenter at John Deere symposia.
The applicability of my very first class in system architecture was immediately apparent to me, but reality quickly set in when I returned to my day job. In industry, very few of the core principles of system architecture are given time and resources under current processes and a number of challenges make it difficult to implement those principles. The decisions that need to be made early in the design process are heavily constrained by legacy products, which in the end have a larger impact on the system performance envelope than do the results of a value flow analysis. This session will present some of the many challenges experienced in industry when implementing the principles of system architecture and will describe what we are doing to bridge the gap.
Western Hemisphere Post Sale Supply Chain New Product Launch Manager, Xerox Corporation
Ms. Grenek ensures that Xerox's spares and consumables networks are stocked in advance of new product offerings so that the corporation can meet the post-sale needs of its global customers. Ms. Grenek's organization works closely with its value-chain partners to maintain a high level of service to customers while minimizing inventory and cost. In support of this optimization, and to facilitate assessment of the impact of proposed actions, she has championed development of a complex system dynamics model of the supply chain from order to fulfillment.
As manager of Xerox's Design for Lean Six Sigma Program, Ms. Grenek was responsible for the development of a comprehensive program to enhance the skills of roughly 4,000 engineers, scientists, and marketing professionals. She represented Xerox on the International Council on Systems Engineering (INCOSE) Corporate Advisory Board. She is past chair of the Xerox Innovation Group's Women's Council and she co-chaired the 2007 International Women's Conference for the Xerox Women's Alliance. In 2007 Ms. Grenek opened Moonlight Creamery, an environmentally and socially responsible business that gives students entrepreneurial and leadership skills through job experience and mentoring.
Ms. Grenek has received awards from Xerox, United Technologies, and Cornell and in 2005 received a "Forty Under 40" award from the Rochester Business Journal. She holds a U.S. patent for her work on color printer architecture options, and she is a founding member of the MIT Sloan eBusiness Awards organizing committee.
Ms. Grenek earned a master's degree in mechanical engineering and manufacturing at Cornell University, where she also earned her undergraduate degree. In addition, she holds a master's degree in business administration from MIT's Sloan School of Management.
Executive Director, MIT System Design and Management Program
Senior Lecturer, MIT Engineering Systems Division
Mr. Pat Hale joined MIT in 2003, following a 22-year career in the US Navy. Since that time, he has led the MIT Graduate Certificate Program in Systems and Product Development, a one-year graduate certificate program that is part of the MIT System Design and Management Program (SDM), and he is currently Executive Director of the System Design and Management Program. His professional interests include the application of systems engineering in commercial product development, complex naval system design, and engineering process frameworks and methods.
While in the Navy, Mr. Hale qualified in both Surface Warfare and Submarine Warfare (Engineering Duty) communities, and managed the design and construction of submarines in Groton, CT. Mr. Hale later held executive-level systems engineering positions in defense and commercial system and product development organizations, including as Director of Systems Engineering at both Draper Laboratory and Otis Elevator Company, where he developed and implemented Otis' first systems engineering process and organization.
Mr. Hale is a past President of the International Council on Systems Engineering (INCOSE); he has been an INCOSE member since 1994 and has served on its board of directors for 11 years. He has published papers in the area of commercial systems engineering in the conference proceedings of both INCOSE and the American Society of Mechanical Engineers.
Mr. Hale holds a BS in geophysical oceanography from the University of Washington, as well as the degrees of Ocean Engineer and SM in naval architecture and marine engineering from MIT.
Chairman, President and Chief Executive Officer, Public Service Enterprise Group Incorporated
Ralph Izzo was elected chairman and chief executive officer of Public Service Enterprise Group (PSEG) in April 2007. He was also named the company's president and chief operating officer and a member of the board of directors of PSEG in October 2006.
Dr. Izzo is a well-known leader within the utility industry, as well as in the public policy arena. His public policy experience includes service as an American Physical Society Congressional Science Fellow in the office of U.S. Senator Bill Bradley. He also served as a senior policy advisor to New Jersey Governor Thomas H. Kean, specializing in energy, science, and technology.
Dr. Izzo began his career as a research scientist at the Princeton Plasma Physics Laboratory, where he performed numerical simulations of fusion energy experiments. He has published or presented more than thirty-five papers on magnetohydrodynamic modeling.
Dr. Izzo received his bachelor's and master's degrees in mechanical engineering and his doctoral degree in applied physics from Columbia University. He also has an MBA from the Rutgers Graduate School of Management. Dr. Izzo has received honorary degrees from the New Jersey Institute of Technology and Thomas A. Edison State College. Dr. Izzo is the chair of the Rutgers University Board of Governors and sits on the board of directors for the New Jersey Chamber of Commerce, the New Jersey Utilities Association, the Edison Electric Institute (EEI), the Nuclear Energy Institute (NEI), and The Center for Energy Workforce Development.
For more than 100 years, the United States has built an infrastructure that reliably provides electricity to customers whenever it is needed. This infrastructure relies on generation technologies with stable, low-cost fuel supplies. As global demand for energy continues to grow, it has become increasingly important that electricity is produced in a manner that is sustainable over the long-term. Meeting future energy needs while also reducing environmental risks requires a set of solutions that include energy efficiency, renewable energy, and clean central station power — including nuclear power and environmentally responsible coal facilities.
While conventional generation and renewable technologies share trade-offs between cost and environmental impacts, energy efficiency is often forgotten as a proven, low-cost and environmentally-benign alternative resource. In order to overcome the real barriers that exist to tapping this potential, innovative approaches and supportive public policies are needed to continue to provide safe, reliable, economic and green energy for generations to come.
Associate Professor of Operations and Technology Management at Boston University's School of Management, is visiting faculty at MIT's Sloan School in 2012-2013
Dr. Joglekar's research interests span distributed product innovation, digital design, and technology commercialization challenges at established and entrepreneurial firms. This research is informed by work in the energy, IT, hospitality and mobile health industries. Professor Joglekar's book The Innovation Butterfly: Managing Emergent Opportunities and Risks During Distributed Innovation (Springer, 2012) addresses management of innovation risks and allied analytics opportunities.
Prior to his academic career, Professor Joglekar worked in the information technology, shipbuilding, and offshore oil industries. He was a founder of a venture-capital backed software firm, and he advises entrepreneurial and established firms in their initiatives for achieving business growth and profitability.
Dr. Joglekar earned his undergraduate degree in engineering at Indian Institute of Technology. He holds master's degrees in engineering from MIT and Memorial University in Canada, and a doctoral degree in management science from the MIT Sloan School. He has published widely in academic and professional journals. He is an associate editor for innovation and entrepreneurship at Management Science and department editor for industry studies at Production & Operations Management.
The confluence of internal and external data from emergent sources such as social networks and social media provides product and portfolio managers with big data sets. These data have the potential to identify high-leverage opportunities that range from enhancing project learning rates to changing the market positioning of new products. Yet, collection and deployment of big data in innovation contexts raises more questions than answers at many companies. Innovation teams are often faced with rising task complexity, along with dynamic and unstructured data, that confounds rapid pattern recognition. Dependency Structure Matrices (DSMs) and System Dynamics modeling, along with methods such as machine learning and Baysian updates, offer novel opportunities to improve pattern recognition and analytics. A variety of problem classes may be addressed using these techniques. For instance: How could identical types of rework be scaled down across successive design iterations, and to what extent will this scaling improve the project performance? And, when will the rate of learning rise, rather than attenuate, when personnel are shared across a portfolio of agile projects? Reliance on real-time data and analytics-based decision-making create their own delays and pathologies while teams work with imperfect information and debate inferences. Therefore, implementation of big data-driven innovation analytics ought to be accompanied by changes in style of leadership, real-time tracking of key parameters, leveraging networks of communication, and realigned organizational structures. Such changes can be best guided through systems thinking.
Vice President and General Manager for Technology and Sciences; Chief Engineer for Engines Engineering; GE Aviation
Mr. Gary Mercer is responsible for leading GE Aviation's Technology & Sciences organization, which includes Advanced Components and Manufacturing Sciences, Advanced Products, and Demonstrator Programs and Engineering Technologies. Mr. Mercer began his career at GE in 1985 as a design engineer at the Aircraft Engines Business Group. In 1993 he changed roles to general manager of industrial gas turbine design for GE Energy. He was appointed to Senior General Manager of Engineering for GE Oil & Gas in Florence, Italy, in 2002.
After four years in this role, Mr. Mercer returned to Greenville, SC, to lead the GE Energy component design teams for gas and wind turbine products. He also led the global engineering team for GE's renewable energy business. In 2011, Mr. Mercer rejoined GE Aviation in Evendale, OH, as the Vice President and Chief Engineer of Engineering. Today, Mr. Mercer is the Vice President, General Manager and Chief Engineer for GE Aviation.
Mr. Mercer earned a B.S in mechanical engineering at the State University of New York.
General Electric (GE) is a global company with diverse holdings and a history of creating and applying technology to overcoming complex challenges. This discussion will present case studies from GE Aviation, GE Oil and Gas, and GE Energy to show how those businesses optimize their ability to solve challenging problems with a systems approach. Mr. Mercer will discuss the ways that GE leverages its Global Research Centers and businesses to meet increasing market requirements and define new product capabilities focused on customer value. A problem-solving approach must integrate technology, management, and business solutions to be competitive. This session will provide examples of how elements of system design combined with fundamental technological advancement have allowed GE to expand its customer base and continue to grow.
Chief Executive Officer, Moon Express, Inc.
Dr. Robert (Bob) Richards is a space entrepreneur and futurist. He is a co-founder of the International Space University, Singularity University, Students for the Exploration and Development of Space (SEDS), the Space Generation Foundation, and Google Lunar X PRIZE competitors Odyssey Moon Ltd. and Moon Express, Inc., where he currently serves as CEO.
As Director of the Optech Space Division from 2002-2009, Dr. Richards led the company's technology into orbit in 2004 and to the surface of Mars in 2007 aboard the NASA Phoenix Lander, allowing the first discovery of falling Martian snow. Richards is an evangelist of the NewSpace (or entrepreneurial space) movement and has been a catalyst for a number of commercial space ventures. He is the recipient of the K. E. Tsiolkovsky Medal (Russia, 1995), the Space Frontier Foundation Vision to Reality Award (USA, 1993), the Arthur C. Clarke Commendation (Sri Lanka, 1990) and Aviation & Space Technology Laurel (USA, 1988). He is a contributing author of Blueprint for Space (Smithsonian Institution 1992); Return to the Moon (Apogee Books 2005) and The Farthest Shore (ISU Press 2009).
Dr. Richards studied aerospace and industrial engineering at Ryerson University; physics and astronomy at the University of Toronto; and space science at Cornell University where he became special assistant to Carl Sagan. In 2005 Dr. Richards received a doctorate of space achievement (honoris causa) from the International Space University for "distinguished accomplishments in support of humanity's exploration and use of space."
The health of our home planet and the survival of our species will only be secured through the use of space resources and the expansion of Earth's economic sphere to the Moon and beyond. We must create an off-Earth economy and multi-world civilization to safeguard the long-term prospects for humanity. Between 1969 and 1972, twelve human beings walked on the Moon. After what many view as the most awesome technological and psychological achievement of the human species, they left, and have yet to return. Why? Was the effort to put human beings on the moon—however briefly—a useless waste of human ingenuity? Why did humanity abandon its first toehold on another sphere? More importantly, why should we return? What new forces and motivators are in play today that might make the story a different one than the Apollo dead end? Today there are people in many nations who have a rebirth of interest in going back to the Moon. However, while bureaucrats and legislators plan and strategize how to navigate the political minefields and conflicting national priorities that would justify the value of Moon expeditions to taxpayers, there are some new kids on the block who are not so constrained. They are the privateers—though some might call them visionaries—whose driving metric for going to the Moon is sustainable business and commerce. The announcement of the $30M Google Lunar X Prize on September 13th, 2007, has energized these contestants and catalyzed a New Race to the Moon.
SDM Industry Co-director
Ms. Joan S. Rubin joined MIT in 2011 to lead the industry relations efforts for the System Design and Management Program (SDM) and is currently the industry co-director for SDM.
Ms. Rubin brought to SDM 17 years of business development, marketing, market development, and strategic planning experience in the medical device field. She came to MIT from Covidien, a leading manufacturer of medical devices and supplies, diagnostic imaging agents, and pharmaceuticals, where she served as Vice President of Business Development. Prior to this role, Ms. Rubin was with Aspect Medical Systems, having joined the company in its startup phase several years prior to its November 2009 acquisition by Covidien. At Aspect, her roles included Vice President of Business Development, Senior Director of Global Partnerships, Director of Global Upstream Marketing, and Manager/Director of Market Development. Previously she worked as Manager of Surgical Marketing at Haemonetics Corp.
Ms. Rubin is a graduate of MIT's Leaders for Global Operations Program, where she earned an SM in management from MIT Sloan and an SM in mechanical engineering. She holds an ScB in mechanical engineering from Brown University.
Enterprise Smart Solution Engineering, Cisco Systems, Inc.
Phil Sherburne leads the Enterprise Smart Solution Engineering team at Cisco. He is responsible for leading cross-business systems effort and delivery of repeatable architectures and systems that address both business and technical requirements for Cisco customers. Currently Phil leads the Cisco Virtualization Experience Infrastructure (VXI) effort at Cisco, a new Cisco offering that provides a superior collaboration and richer media user experience with best-in-class ROI in a fully integrated desktop-virtualization solution. The VXI is focused on both customer-premises-based solutions as well as Cloud offers for service providers.
Phil and his team are also developing "remote expert" systems that combine video technology with contact center capabilities to allow both customers and employees easy video access to experts within the business.
A twelve-year Cisco veteran, Phil joined Cisco as a director of engineering. He has held various leadership roles within the Voice Technology Group (VTG) leading the development, test, and deployment of the Cisco Unified Communications (UC) platform. Most recently, Phil served as Vice President, Systems for the Cisco UC portfolio, and was responsible for product marketing, architecture, system-level program management, initial product deployment, and solution-level testing.
Prior to joining Cisco, Phil spent over twenty years at AT&T and Lucent Technologies Bell Laboratories facilities in Denver, Colorado. During his time at Bell Labs he was involved in development of both PBX and messaging products. Phil grew up in Montana and has a bachelor's degree in computer science from the University of Oregon and a master's degree in computer science from The Ohio State University.
Cisco has been known throughout its history as a great product company. The company has grown dramatically since its founding in 1984 — organically, acquisition and technology partnerships. One of Cisco's cultural pillars is focusing on and listening to customers. More and more as Cisco's portfolio has grown and our customer are looking to Cisco to not simply be a technology product provider but rather providing systems and solutions that address the business problems.
The talk will describe Cisco's journey from Product to Systems to Solutions. A perspective on what has worked — as well as some of the false starts — are described including process, methodology and organizational insights of the journey. As this journey is one that clearly continues today, challenges that remain and our direction forward are discussed.
Executive Vice President, Global Field Operations, TIBCO Software, Inc.
Mr. Sönmez is responsible for TIBCO's worldwide sales and field operations. He has been with TIBCO since the company's founding and has held a variety of executive positions, including general manager of EMEA operations and chief marketing officer. His professional background includes EVP of Operations at Centrata, a utility computing software firm, and engineering and product marketing positions at Consilium, a manufacturing execution systems software provider. Mr. Murat Sönmez holds a bachelor's degree in industrial engineering from Bosphorus University of Istanbul, Turkey, and a master's degree in industrial engineering and operations research from Virginia Tech.
Deputy Technical Director, Electronic Warfare, Raytheon,
SDM Fellow 2011
Tina Srivastava is an experienced aerospace engineer, manager, and technical leader. Part of her academic work at MIT was geared toward applying systems thinking to the lean management model.
In her System Design and Management thesis, Srivastava outlined a services extension of the MIT Lean Advancement Initiative's (LAI) Enterprise Self-Assessment Tool, which encompasses operations, maintenance, upgrades, repairs, and overhauls. The extension is intended to help companies get the most out of in-service systems. Srivastava presented the work, "Lean Effectiveness Model for Products and Services: Servicing Existing Systems in Aerospace and Technology," at the 2012 International Council on Systems Engineering (INCOSE) conference in Rome.
Also at MIT, she collaborated on a review of the system of systems approach to analysis, design and development, using the U.S. Army's abandoned Future Combat Systems (FCS) modernization program as an example. She and her colleagues identified key pitfalls in the methodology, noting that the scheme's complexity made it hard to scope large projects, account for conflicts of interest among stakeholders, and contain cost and schedule.
While an undergraduate, Srivastava led a team of forty MIT students in the design, construction, testing and launch of a satellite.
Srivastava is a member of the Women in System and Design (WiSDM), INCOSE, and the American Institute of Aeronautics and Astronautics (AIAA). She is a volunteer for the Boosting Engineering Science &l Technology (BEST) and For Inspiration and Recognition of Science and Technology (FIRST) student robotics competitions. She is frequently an invited speaker, including recently at Zonta International's Amelia Earhart women-in-science events.
She holds a master's in engineering and management from MIT and a bachelor's in aeronautics and astronautics engineering from MIT with a minor from the Sloan School of Management. She has been published on topics including system of systems, design structure matrices, hybrid vehicle design, and advanced thermal management.
Founder and Chief Executive Officer of The Full Yield, Inc.; Consultant to the Health Care and Food Industries; Ashoka Fellow
Raised by a cultural anthropologist, Ms. Finch Totten grew up in rural Central and Latin American and Australia as well as in the United States. Her exposure to older cultures and her family's engagement in small-scale farming instigated her life-long interest in using the power of food to restore individual, economic, and cultural health.
Ms. Finch Totten's highly differentiated and visionary approach to the health care crisis, The Full Yield, Inc., has received national attention from The New York Times, Fast Company, The Boston Globe, and Employee Benefit News and was the subject of the lead case in the 2011 Harvard Business School Agribusiness Executive Seminar.
In July of 2011, The Full Yield™ concluded a rigorous 18-month pilot test of both its integrated, 12-month health improvement and weight-loss programming for individuals and its collaborative business model. Partners in this successful pilot were Harvard Pilgrim Health Care, the #1 ranked commercial health plan in the United States for the past eight years, and Roche Bros. Supermarkets, a leading grocery chain in Massachusetts. With them The Full Yield™ worked with seven employers, spanning multiple industries and demographics (among them John Hancock, the City of Boston, and Draper Laboratory), three food service companies, and three food manufacturers. The Full Yield™ enrollees improved their blood pressure, cholesterol, weight, and BMI; increased their physical activity; and reported more energy, better sleep, and reductions in medications and stress. Notably, participants reported that their non-enrolled family members also improved their lifestyle habits and health.
Ms. Finch Totten is a Yale-trained nurse-midwife; an Ashoka Fellow (Ashoka is the largest association of leading social entrepreneurs in the world); and a member of the Harvard Business School agribusiness policy group PAPSAC (Private and Public, Scientific, Academic, and Consumer Food Policy Committee).
The United States spends more on healthcare and less on food (as a percentage of income) than any other country in the world. Yet more than 50% of Americans have at least one preventable lifestyle-driven chronic disease, and health-related productivity costs account for 75% of our annual 2 trillion dollar healthcare bill. These facts are potent evidence that our species and our culture are failing to thrive.
In this presentation, Ms. Finch Totten will discuss the ways in which food and food quality are critical to a systems design approach within the healthcare industry, and the ways in which multi-industry systems design more effectively engages, educates, and empowers people and reduces healthcare costs.
Assistant Professor of Engineering Systems, MIT
Dr. Jessika Trancik’s research centers on evaluating the environmental impacts and costs of energy technologies and on setting design targets to help accelerate the development of these technologies in the laboratory. This work involves assembling and analyzing expansive datasets and developing new quantitative models and theory. Projects focus on electricity and transportation, with an emphasis on solar energy conversion and storage technologies. Professor Trancik worked previously at the Santa Fe Institute and at Columbia University's Earth Institute. She earned a B.S. in materials science and engineering from Cornell University and a Ph.D. in materials science from Oxford University, where she studied as a Rhodes Scholar.
The costs and environmental impacts of energy systems are dynamic, changing dramatically over time. Given the changing performance of technologies, how should we compare energy supply options to one another? Which technologies are poised to significantly decrease greenhouse gas emissions? Can we sustain or even increase the rate of improvement in new energy technologies? I will present recent research that combines the development of novel quantitative models and theory with the analysis of large datasets to evaluate energy systems. In addition to producing new insights on the rate of technological improvement, this research has generated new guidelines for technology design.