Nelson P. Repenning is the School of Management Distinguished Professor of System Dynamics and Organization Studies at the MIT Sloan School of Management. Professor Repenning currently serves as the faculty director for the MIT Leadership Center.
Nelson’s early work focused on understanding the inability of organizations to leverage well-established tools and practices. He has worked extensively with organizations trying to develop new capabilities in both manufacturing and new product development. He has also studied the failure to use the safety practices that often lead to industrial accidents and has helped investigate several major incidents. This line of research has been recognized with several awards, including best paper recognition from both the California Management Review and the Journal of Product Innovation Management. In 2003 he received the International System Dynamics Society’s Jay Wright Forrester award, which recognizes the best work in the field in the previous five years. Building on his earlier, today Nelson focuses on developing the theory and practice of Dynamic Work Design--a new approach to designing work that is both effective and engaging—and Dynamic Management Systems, a method for insuring that day-to-day work is tightly linked to the strategic objectives of the firm. In 2011 he received the Jamieson Prize for Excellence in Teaching. He is also a partner at ShiftGear Work Design and serves as its Chief Social Scientist.
In an effort to boost capability, companies often invest significant time and money in efforts to incorporate these innovations in their day-to-day operations. Nonetheless, such efforts often fail....
Lean production, high performance work systems, virtual communications, and collaboration applications are all examples of the latest tools, technology, and processes executives are encouraged to...
There are few management skills more powerful than the discipline of clearly articulating the problem you seek to solve before jumping into action.
Visual management is a key part of the Dynamic Work Design toolkit and absolutely critical to creating an effective Dynamic Management System.
Professor Nelson Repenning discusses system dynamics, a technique developed at MIT for solving complex problems, and MIT Sloan Executive Education's week-long program, Business Dynamics.
Nelson Repenning and John Sterman's paper on creating and sustain process improvement.
To better understand the factors that support or inhibit internally focused change, we conducted an inductive study of one firm’s attempt to improve two of its core business processes.
MIT’s venerable Beer Game, a table contest, sheds light on the mysteries of manufacturing and the difficulties of running a business.
Speeding the Search for a Cure: Using Dynamic Work Design to Improve Genetic Sequencing
Advanced Management Program
Implementing Improvement Strategies: Dynamic Work Design
Useful Doesn't Always Mean Used: Understanding the Dynamics of Learning and Capability
Discover how exceptional companies improve their organizational performance—and why others fail.
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